The Perfect Fit

Recruitment Strategies For Employee Retention

Recruitment strategies for employee retention became an important part of a conversation during a recent lunch, with a Partner/President of a new Client prospect. We had an engaging conversation about each of our businesses and what we each thought was the secret of our success. I appreciate a company principal  who’s willing to open up and have a candid conversation about what’s going well and of course, what’s not. That’s the basis of a strong, successful working relationship!

Later, I sent a note to thank this person for their time and to let them know how much I appreciated hearing what’s going on in their business. I was surprised and thrilled, when I received the response, “I really appreciate your thoughtful approach and desire to match agencies and people for the long-term—that’s not something other people in your industry are talking about.”

I was shocked to hear that, because I assumed that every recruiter would talk about how long their candidates stayed with their clients. I’ve always considered retention to be one of the most critical metrics to measure how well a recruiter performs. I know that my Clients agree with that!

Executive Search is an expensive proposition. The best ways to judge a recruiter’s value is by a) Do they consistently succeed with the search and b) How long do those candidates stay with that Company? Are they consistently promoted into more responsible or productive positions? If the recruiter consistently

Consultative Recruiting Expertise Adds Value

Consultative recruiting expertise adds value when an experienced recruiter meets with a company’s CEO, President, COO or other executive leader, to discuss how that company can accelerate growth. Consultative recruiting is essential for succession planning searches, or confidential searches or any search where a company needs a strategic leader, much more than a “worker”. Are you thinking about creating an “in-house creative capability”, for the first time?

Consultative recruiting is the difference when it comes to making strategic hires that have significant and long term impact on a business. Consultative recruiting is very different from “filling a job opening”, where one simply lines up a Company’s specific needs with a Candidate’s specific skills and experience. The time spent is directly proportionate to the value added.

This is a far cry from posting a job to ZipRecruiter, Indeed or some other niche job board and “hoping for the best”. Recruiters used to call that “Post and Pray”! The premier candidates never even look at job boards. If you try it a couple of times, it’s immediately crystal clear how inefficient it is. You’re lucky if even 15% of respondents are even remotely qualified for the role. Full employment makes hiring even more difficult!

Consultative Recruiting makes all the difference between hiring a “worker” and a committed, caring and ambitious contributor/leader. The worker simply works, the leader contributes and then influences their colleagues to contribute too. They search out additional ways to contribute. Working is easy, leading and consistently truly contributing is not. (Boutique or Specialty Firms have additional value!)

Marketing Executive Search or Executive Placement or Executive Headhunter? Call Us Whatever You Like . . .

Marketing executive search, executive headhunter or executive placement? Call us what you will . . . But call, because recruiters succeed! Why (or How) do recruiters succeed when the actual Employers when the actual employer can have so much trouble doing the same thing?  The answer is simple . . . Time.

Retained Recruiters are able to spend the time necessary to identify, recruit and hire the top performers in any specialty, at any level and at any place . . .  staying focused and engaged until the search is successfully completed. Employers can’t afford to spend the real amount of time required, even if they have dedicated recruiters on staff.

I’ll also say right now, that a major difference between a contingent executive recruiter and a retained one, is the ability to spend more time, because the retained recruiter is already being compensated. For the purposes of this article, highlighting recruiting success, please understand I’m talking about retained recruiters like Bishop Partners.

The contingent recruiter has to race to get the resume in front of the employer faster, before another recruiter or even the Employer’s own posting identifies a candidate! They simply cannot spend the time necessary to actually develop a relationship with a candidate and understand that candidate’s career vision, values and goals.

Taking the time for that understanding is one of the most critical reasons retained recruiters succeed. (I’m proud to be able to say that Bishop Partners has achieved 100% success with retained searches, over the past 14 years.)

Retained recruiters are able to spend the time necessary, with the Employer/Client to gain a full understanding of that Client’s own vision, values, goals and most important, culture. Recruiters should know and understand the Client’s org chart and/or reporting structure. Knowing the supervisor (or VP) that a candidate reports to will make a difference. I try to get to know a Client’s culture and the job so well, that during some conversations with candidates, I inevitably say “we” . . . rather than “they”.

Digital Media Recruiting: Digital Strategist, Digital Project Manager, Digital Media Director

For at least the last four years, every search we’ve conducted has had “digital media” components.
Digital Media has become the ubiquitous element in advertising and marketing communications. Very little communication happens anymore, without the strategic digital element. While the value of those digital elements continues to grow, so does the demand for skilled digital workers. The experienced experts in every digital specialty are very difficult to hire. Those with the most expertise and experience are fully employed and not actively looking for a new opportunity.

Bishop Partners has over 17 years’ experience as marketing and advertising recruiting and consulting specialists. Over the past five years, that specialty has grown to include digital media. Here are some of the titles of the (specifically) digital media searches we’ve recently completed.

Client Success Manager

Content Strategist/Writer

Sr. Digital Strategist

Digital Media Campaign Analyst-Strategist (three hires)

Social Media Campaign Manager (two hires)

Sr. Digital Media Campaign Manager

Digital Project Manager

VP, Social Media Strategy

Digital media nomenclature and titles are rapidly changing.  New specialized skills are needed as new technologies, tactics and metrics are developed. As digital media grows, so does the need for new expertise.  It’s very difficult for many; many privately held companies to keep pace.  How about your Company?

Bishop Partners routinely consults with CEOs, Partners and Owners of privately held companies to help them identify and prioritize their need to evolve, catch up or even “get started”, to take advantage of the possibilities and efficiencies, of digital marketing communication.

Some of the statistics identifying companies who actually admit that their lack of digital experience is restricting revenue growth is surprising, if not stunning.  Yet, they’re unsure how to take a first step or develop a digital practice expertise, that adds real value (i.e. revenue) for their company.

Social media is taking on a life of its own.  It’s everywhere.  You can look around at any moment and see someone staring at his or her phone or other device.  It’s no longer a matter of “if” a company should get involved, but how.  Whether a B2B service or manufacturer, your customers can (will) be reached by creating a content marketing strategy based on the classic lead generation funnel.  Content engagement is starting to dominate, because it works.  Even better, it can be measured, analyzed and optimized for “real” ROI.

If you’re worried about your company’s next step(s) with digital media, please get in touch.  We can help.

17 Years and Still Loving My Work!

June 30 is my birthday and July 1 is the 17th Anniversary of the founding of Bishop Partners! I hear 17 and it shocks me . . . in a good way! It also makes a terrific time to reflect on what’s happened so far . . . and give thanks.

I’m proud and feel lucky to have a career that’s evolved in such a positive way. I consider myself lucky to have really had multiple jobs in my career, photojournalist to commercial photographer, to Agency Operations and now Executive Recruiting and Consulting.  I’m having fun while continuing to grow and learning new things (both professionally and personally). I’m proud of the work I’ve been able to do with professional organizations, whether on a Board as a Founder or simply as a contributing member.

I consider myself lucky to be working in the community I’ve always been so passionate about, marketing and advertising. I’ve made lifelong friends and continue to meet new people who have become close friends. I’m proud of the work I’ve been able to do with professional organizations, whether on a Board as a Founder or simply as a contributing member. I’m proud of the longevity of my career, precisely because it continues to allow me to learn and make new friends . . . what could possibly be better?

Well, I also love helping my clients build their businesses and my candidates grow in their careers . . . that could be better . . . or maybe it’s just all tied up! It’s extremely rewarding that those clients and candidates trust me enough to allow me to have so much impact on their careers and their lives! It’s humbling and thrilling at the same time. I’m a very lucky guy.

I’m also very lucky and very thankful that Barbara, the love of my life and I have been married for over 30 years and she continues to support me through all of the ups and downs of life!

Those are some of the reasons why I’m continuing to do what I do and can’t wait to reflect on the 18th . . . Thank you for your time and for reading this! I’m a very lucky guy!

Boutique Search Firms Step In When Big Recruiters Fail

Big teams and diversified offerings boost the bottom line for the large recruitment providers. But there are growing dilemmas. That’s why more companies are turning to boutiques.

The biggest selling points for large search firms – the depth of their recruitment manpower and the diversity of their services – are the very elements that are causing many clients to turn to boutique recruiters.  Craig Lapham, chief executive officer of the Lapham Group, a New York based executive recruitment firm that specializes in insurance and diversified financial services,  even goes as far as saying that many companies are seeking an alternative to the “challenges and dysfunction” that plague the bigger talent providers. “A boutique firm simply through its smaller structure comes to any search engagement with a tremendous competitive advantage in terms of greater access to talent in the marketplace,” said Mr. Lapham.

“A big search firm may use its large team of search professionals as an effective marketing tool, but when it comes time to actually conduct a specific client search engagement, the larger firm becomes encumbered with conflicts both internal and external.” As the bigger search firms diversify their offerings, meanwhile, they raise the possibilities of potential ethical concerns. “Again, these multiple services help in marketing pitches and their recurring revenue streams smooth out P&Ls, particularly for publicly traded firms,” said Mr. Lapham. “But they also exacerbate conflicts and present dilemmas for any type of retained search being conducted. Is a major search firm going to poach talent from its non-search clients for which it’s providing ongoing HR related services?” That seems to be a pressing question on the minds of more and more clients.

Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Managing Editor; Stephen Sawicki, Managing Editor; and Will Schatz, Managing Editor, Hunt Scanlon Media

Hiring an Executive Recruiter – You Get What You Pay For!

The economy continues to improve and the war for talent rages on; yet employers continue to be conservative when it comes to budgetary decisions – namely, hiring. Compensation isn’t the only area employers are slow to invest funds. Many shy away from investing in the hiring process as well. Ultimately, penny pinching before a search is even launched is costing employers thousands more in the end.

The argument could be made that we are biased because TurningPoint Executive Search is a retained search firm. But look at it this way: With the majority of search firms being contingent and the vulnerability that comes with being a “luxury”, why haven’t we jumped on the bandwagon and changed our model? Because retained searches yield higher caliber candidates who fit most if not all of a company’s needs, hires more likely to commit long-term (as is evidenced by a firm’s retention rate), and satisfied clients who continually call on us to fill future searches.

What are the benefits of a Retained Executive Search Firm?

Executive recruiters give your search the attention it deserves.

Exclusivity

Because retained search firms work on a limited number of searches at any given time, they have the bandwidth to be fully client-centered. This allows them to invest the time and resources to develop a complete understanding of the client’s needs and expectations, as well as, conduct a more exhaustive search for the most qualified candidate.

Partnership

Retained executive recruiters see themselves as a client’s partner. At the outset of the partnership, retained recruiters conduct detailed interviews with key stakeholders, outline communication expectations, provide detailed information regarding how the search will be conducted, and tailor those search methods to the needs of the organization or role.

Retained recruiters have a deep pool of active and passive job seekers.

The Digital Marketing Headhunter Interviews The Marketing Recruiter

Eight years ago, when I wanted to start a blog, I got in touch with my friend, Jim Durbin.  At the time, Jim billed himself as the social media recruiter.  He's always been an avid and expert authority on blogging.  Jim helped me understand the hows, whys and wheres about blogging and creating an online brand identity.  He interviewed me recently and posted the interview on his blog, called (cleverly enough) Digital Marketing Headhunter.

Here's the body of the Interview, re-published here, with Jim's permission.  

Bob Bishop is a marketing recruiter from St Louis, Missouri. Many years ago, we sat down and worked on how to use a blog to generate candidates and business - and Bob took to it like a fish to, well - he liked it and has kept it up. It's called the Perfect Fit, and Bob has been running it since August of 2008. 

At the time, local recruiting firm blogs were growing, but most recruiters gave them up or passed them off to someone else to write. There are only a handful left, poeple like Paul in Minneapolis, Will Thomson in Austin, and of course, Harry Joiner in Atlanta. 

Bob was not a trained recruiter when he started. He was a photographer and a marketer, and one day picked up the phone and started making placements with his deep knowledge of the industry. He does that most feared placement - the agency, and he does it well (for those not in marketing, it's feared because agencies try to hire based on prospective clients, which they aren't sure they need until the client is signed, and then they need a talented person immediately). 

Bob Bishop is a marketing recruiter from St Louis, Missouri. Many years ago, we sat down and worked on how to use a blog to generate candidates and business - and Bob took to it like a fish to, well - he liked it and has kept it up. It's called the Perfect Fit, and Bob has been running it since August of 2008. 

At the time, local recruiting firm blogs were growing, but most recruiters gave them up or passed them off to someone else to write. There are only a handful left, poeple like Paul in Minneapolis, Will Thomson in Austin, and of course, Harry Joiner in Atlanta. 

Bob was not a trained recruiter when he started. He was a photographer and a marketer, and one day picked up the phone and started making placements with his deep knowledge of the industry. He does that most feared placement - the agency, and he does it well (for those not in marketing, it's feared because agencies try to hire based on prospective clients, which they aren't sure they need until the client is signed, and then they need a talented person immediately). 

Meet Google's New Job-Match API: Cloud Jobs

I just ran across a blog post that I think is worth sharing.  It was originally written by Stephen Duque.

It’s a problem that recruiters and candidates alike are all too familiar with:poorly written job descriptions  that do little to direct the right talent to the right open positions abound. To make it even worse, many resumes are similarly uninformative, making it equally challenging for employers to find the right candidates through simple keyword searches. Google has stepped in to do something about this bidirectional mess.  
In a blog post on November 15, 2016, Google announced it’s now job-match API, Cloud Jobs. “Hiring is one of the hardest things organizations do” says the post. “Part of the difficulty comes from a lack of industry standards to define and describe occupations and how they align to specific skills.” Google’s Cloud Jobs aims to change that.

A part of Google Cloud Machine Learning group, Cloud Jobs is currently in the alpha testing phase and available only to a limited number of companies. In its complete form, Cloud Jobs will be a big, free to use API that boasts a really smart, intuitive job match algorithm to pair job seekers with relevant positions. Anyone will be able to use it and, when used in combination with applicant tracking systems (ATSs), will allow companies to better leverage contacts from previous applications to fill new job openings.

What Google Cloud Jobs Does

It Translates Jargon

The Best Candidates Trust Bishop Partners!

I’m proud of the reputation established over the past 15+ years.  It is an incredibly valuable benefit to my clients and as a result, I have candidates getting in touch on a daily basis, asking for help in representing them.  A good percentage of those candidates are top performers, who develop a relationship with a recruiter to help them advance their career.  It’s not so much that they’re unhappy where they are, but they are ambitious enough to realize that there are significant career opportunities that recruiters can (and do) present to them.

I  have clients call from all over the country, who call to ask about a certain kind of experience, skill or role and do I happen to have candidates like that in our database.  Clients realize that there are recruiters with the reputation that attracts top performers, so they call to check what’s (or who's) available.  Top talent is not getting any easier to find, especially with the rapidly evolving skill sets necessary for success.

Those are smart clients for any number of reasons, not the least of which is that the fee for “existing” candidates can be dramatically less than standard recruiting fees.  The titles range from Art Director to Chief Creative Officer, SVP and Managing Director or EVP Chief Digital Officer (i.e. this includes

Secrets Of Successful Job Hunting . . .

I originally posted this article almost five years ago (Spetember of 2011).  At the very recent suggestion of Adam Seabrook of BetterTeam (https://www.betterteam.com), I want to update some of the information.   Adam pointed out to me, "Hotjobs.com was acquired by Monster.com and the site was actually shut down."  I re-read this article and thought it was really pretty good.  Most of the advice and/or suggestions mentioned are still valid now.  So, I thought I'd re-post it.  You might pass it on to friends of yours who might be looking for that next career opportunity!

The first half of this year exhibited many signs of economic improvement, including increasing hiring activity in the regional marketing industry. Now that Summer's "officially" over as of last weekend, we have President Obama making a major speech on the economy and job creation this evening. We're obviously not out of the woods yet. Unemployment runs high and many are frustrated. I found this excellent article with ideas on job hunting. I wanted to share it with those of you who need a little new inspiration and/or direction!

This article was written by Jessica Stillman and originally published online on the BNET blog:

"As BNET’s sister site MoneyWatch pointed out recently, in a climate where it takes the average job hunter more than seven months to find their next position, big job boards like Monster and CareerBuilder are of only limited use. The post’s author Eilene Zimmerman writes:

Companies Need Culture . . . Employees Need Culture . . . Clients Want Culture

I originally posted this five years ago (literally).  It's remarkable how slow change happens . . .

Last week's Ad Age had an article by Lorraine Lockhart entitled "Want to Retain Talent?  Time to Appoint a Chief Culture Officer". Lorraine knows a little something about agency cultures.  She has run a very well respected consulting group for the past 20 years.   That group helps clients conduct agency reviews to identify those agencies best suited to help a client grow their business through advertising and marketing.

The idea of culture defining an organization is simple.  It's also simple to understand that a companies' long term success is directly related to the relevance and impact of that culture on the employees and clients (customers) of that company.   What's not simple is to understand why more companies, including agencies and corporations . . . large and small . . . privately and publicly held, make so little effort to create and proactively maintain a healthy culture that fosters the health and growth of their employees.  Culture is the lifeblood of any/every corporation.

Lorraine suggests a new C-level executive called a Chief Culture Officer "to develop greater organizational and cultural intelligence and work to create the safe havens where agency people can thrive."  What that means is create an environment where employees are respected and their professional and personal growth is encouraged and fostered.  That environment leads to happier employees who stay with a company longer, benefiting the clients.  Employee retention and growth is directly related to client retention and growth . . . and to the employers overall health and long term well-being.

In my experience, the most repeated reasons employees are disengaged and performing at less than their potential is the culture in which they work.  It's micro-management, or it's disorganized workflow, or lack of training that frustrates employees.  Sometimes it's simply a lack of respect.  Money is an issue, but often not at or near the top.

Creating a culture to nourish and enhance employees seems like a good idea, so why do so few accomplish it?  Likely because so few actually focus on it, or make the initial effort to improve.  Looking in the mirror can be difficult.  I honest think that most don't think they need it . . . or "everything's just fine"!

In today's world of multi-tasking, running "lean" companies (read too few workers) and longer work weeks, to most companies(it seems) devoting the time, energy and money necessary to create a maintain a healthy culture seems frivolous.  That lack of culture is why I continually receive resumes from top performers, who simply are not engaged with their employer, who they perceive as not caring.

Whether a Chief Culture Officer is hired or not, there are few companies that couldn't benefit from more focus on a healthy and sustainable culture.  Lorraine is certainly correct about lack of focus on culture.  The CCO will have little positive effect if the rest of the c-Suite does not embrace the notion. 

Let's face it, from any companies' perspective, it's employees are its most valuable asset.  They need to be supported and helped to grow professionally for tbe benefit of the employer and their client.  If that happens, the employee will grow personally as well . . . and stay with that employer longer, contributing additional institutional knowledge and stability . . . leading to happier, more loyal clients.

It seems so simple . . .

How To Connect With Executive Recruiters

I thought a good way to follow up my post about how to find a recruiter, would be what to do once you find one!  As it happens, I ran across an article on a website called Blue Steps.  Blue Steps is a "career service for executives" and has some very relevant content for executives (especially) seeking their next career opportunity.  The article by Gulnar Mewawala.  I thought I'd share it with my readers.

Networking is a two-way street.
"Remember, you need to create reciprocal relationships with recruiters. Approach a search consultant with the same attitude of building a mutually  beneficial connection as you would when introducing yourself to any other executive for the first time.
If you meet an executive search consultant face-to-face at a conference or networking event, inquire about his or her business. Ask if he or she has a specialized area of focus. Even if the search consultant is not currently working on any opportunities for which you might be qualified or interested in, make sure to indicate your willingness to be a source of potential candidates or industry knowledge.
The same advice applies if are sending an introductory email to an executive search consultant. After mentioning any common connections and demonstrating your value proposition via a brief list of key achievements, convey an attitude of cooperation and willingness to help put the consultant in touch with other executives when appropriate.
 
Have your elevator pitch ready.
In person or via email, be able to succinctly describe your professional history, what you do now and what you are looking for in your next role. Speak (or write) clearly and to the point. Do not squander this chance to make a good first impression by asking for help in deciding your next career move, assistance with your resume or request general interviewing tips. Search consultants are not career coaches or executive resume writers. Keep this part of the conversation focused on your prior achievements and future goals. Say what you have to say, and then wait and allow the search consultant to let you know if he or she can help market your experience effectively.

The Rejection Letter, Email or Phone Call

Nobody ever wants to receive it . . . for anything!  I don't like writing them.  I really dislike receiving them. I don't like calling candidates that I've established a relationship with and telling them that our client has decided to go with another candidate.  It's one of the worst parts of my job.

Since having to say no to people is part of what I have to do,  I try to do it with respect and understanding.  I try to give reasons why our client has picked one candidate over another.   While it's especially difficult in the later stages of a search, when my candidate knows that they're a finalist,  it can be equally difficult in my response to a first inquiry.  I feel like I have to be delicate enough to be sensitive, but thoughtful enough to let the candidate know that I've considered their candidacy.  I always re-confirm in my own mind that there are good reasons why a particular candidate is not right for my client.

Because I've been in the St. Louis market for so long, I know a lot of people.  When someone gets terminated, or "downsized" or laid off (call it what you will) I'm often one of the first people contacted, especially if I happen to be working on a St. Louis marketing or advertising position that the candidate feels like they're "the perfect fit" for.  It's not easy telling a friend "no".  Especially when they believe themselves to be qualified for the position.

Rejection is part of the business.  It doesn't have to be fun.

I originally wrote that post on November 17, 2008!  I think my attitude about telling someone "no" or "rejecting"them has changed a bit. I think it comes with more experience.  To be sure, I still don't enjoy the activity, especially the phone call.

Beware! The "Surplus of Talent" Strategy in our "Shortage of Talent" World

I’ve been noticing and talking with recruiter colleagues about the fact that our clients continue to believe in talent acquisition based on a “Surplus of Talent” strategy, when in fact we’re now, more than ever in a “Shortage of Talent” world!  Then, my colleague from irsa (International Retained Search Associates) writes this piece.  I think it’s worth sharing.

The employment market has changed dramatically over the past 6 months. The number of open positions has risen and the number of available candidates has dropped. The combination of supply/demand has moved markedly towards the 'supply side'. (President Reagan would be proud).
 
In this first half of this year, we have seen a dramatic rise in fall-offs. A Fall-off in recruiter-speak is an offer that is rejected by the candidate. Over 50% of those fall-offs have been due to poor offers from our clients and the balance are due to candidates either taking counter-offers from their current employer or accepting offers from another company. As our history has been remarkably 'clean' from fall-offs, this represents a new dynamic for us. We have always ensured that our presented candidates are fully interested and qualified to join the company. We reliably review the reasons for making a move; inquire about any other potential activities or interviews on the horizon, etc. But this year has produced a rash of poor offers and last minute surprises by our candidates. And apparently, we're not alone.
 
In an informal canvassing of our clients, we've found that their HR departments have been besieged with turned down offers, coupled with a business slowdown in the first quarter (weather, West coast port closures, economic concerns, etc.). I don't see offers getting any easier.

Indeed.com Invites Bishop to Present in New Webinar Series

I’m excited to have been asked by Indeed.com to be one of the first presenters in a new series of webinars they’re going to be producing.  They identified me through my online presence and called. They’ve asked me to present the advantages of having a recruiting specialty to Employers.

As I start to jot down notes for an outline of what I would say,  I’ve rather surprised myself how immediately clear it is that there are a myriad of benefits, mostly for my clients and candidates.  The negative for me, is that obviously if I only recruit in a specialty marketing niche, there are scores of other employment categories/opportunities that I do not address or participate in.

It takes dedicated time to stay abreast of what’s happening in any field, especially one radically changing as rapidly as marketing is today.  The numbers of digital growth are astounding and will continue to surge for years to come.  It’s hard keeping up with it all, even if you’re trying to do it full time . . . which I am! It would be simply impossible to maintain that depth of knowledge and understanding across multiple disciplines.

"Specialization leads to referrals". One of the biggest benefits of specializing is that candidates find me and introduce themselves.  We have a strong online presence with testimonials and reputation, which results in being found in natural web searches.  (BTW, please follow me @HeadhunterBob!).  Here’s perhaps an even bigger, similar benefit.  We also get daily referrals of candidates from friends, colleagues and even clients.  Some of these are absolutely A+ talent.  We’re proud to work with them.

The Recruiting Advantages Of A Marketing Specialty

I consider myself fortunate to be continuing to work in the industry I love.  One of the reasons I became an executive recruiter for marketing and advertising is because I've always enjoyed working with those colleagues (now friends) who share the same passions.

I've just been working on uploading some recently received resumes  into our newly upgraded database and I realize how lucky I am to a reputation that is (apparently) attracting absolutely top level,
A-List talent from all over the country.  Here are several of the kinds of resumes we received on a daily basis.  These are top performers in the most sought after functions . . . these top performers are looking for new opportunities.  Many are willing to re-locate.

Sr. VP, Managing Director & Director of Client Services:  20+ years' experience ranging from iconic global media companies and agencies to midwest regional agencies.  Expertise in planning, media reporting and analytics, operations and an ability to positively influence internal cultures.  This exceptional combination of skills is proud of the ability to consistently deliver beyond expectations.

Sr. VP, Digital Marketing ECD & Strategist:  A Mid-westerner, through and through, this pro has an exceptional history of building and leading highly regarded agencies' digital marketing efforts.  A unique blend of strategy, production, client consultation (education and explanation) and magnetic agency leader, mentor and collaborator.

Full Employment and Hiring Skilled Talent

This excerpt is from a newsletter of a colleague of mine, Ted Konnerth.  We are both members of the International Retained Search Associates.  I liked the way Ted approaches this "new reality" and decided to share it.  If you need recruiting help in the area of electric industry, Ted and his Company, Egret Consulting would be happy to help you.

According to the September 2014 statistics from the Department of Labor, anyone with a college degree (across all degrees, from Bachelors through PhD) the unemployment rate is 2.9%. 'Some college' or associates degrees, the unemployment rate is 5.4%; which is the same as high school diploma. For less than a high school education, it's 8.4%. Now, when you look at the aggregate numbers of those classifications, there are 87.8 million civilians with some college through full degrees. High school education has 36 million and we have 10.6 million with no high school diploma.

The US unemployment level is now around 5.9%, but the distribution of that number is obviously heavily skewed by education. The unemployment level for college educated; which comprises nearly all management and skilled positions is effectively at full employment. Even the media has moved away from unemployment issues to more topical hysterical issues like Ebola and ISIL. We never seem to read about issues that are actually 'good stuff'; like how education actually drives employment, or how gas prices have dropped and energy independence is actually possible. But fortunately, there is a dark lining in the cloud of employment; that it's hard to find well-qualified people for more technically demanding roles. And well-educated and trained labor is becoming difficult to lure away; relocation has become far more difficult to accommodate and salaries and perks are rising rapidly. The climate of attracting talent has shifted to a seller's market. Is your company adjusting to that reality?

Recruiting Belongs Under The CEO

In this open letter to CEO's, Maureen Sharib points out the realities of the impending crisis of talent shortage . . . across the board for skilled responsibilities.  This was originally published on the blog Employer Recruiter Exchange.

Dear Mr. CEO,

It’s come to my attention that many of you now believe recruiting key talent is the No. 1 priority nowadays.

If you really believe this — and those of you with the sense God gave mules should — then you’re probably wondering how in the world are you going to do that. 

Here’s a wonderful article by a colleague of mine in an organization I belong to — ERE — and if you’ve never heard of it it’s because you’re really only just coming lately to this management epiphany we’re about to talk about and you’re to be forgiven because — after all – recruiters?

Nobody really took them too seriously ever before.

All that’s about to change and this is your opportunity to be in the beginning of one of the most revolutionary and powerful movements that will change the competitive landscapes of companies today.

Jacque Vilet offers a solution in her provocative article that suggests moving Recruiting out from under HR and placing it in the Marketing department.

We all (more and less) loved her for her point of view, but some of us came up with an alternative proposition — why not move Recruiting under you?

Yes, you!

Big Data, Metrics and New Media Tactics Revolutionize Recruiting!

This is the second in a series of articles by John Sullivan, talent acquisition and management thought leader.  Big data, metrics and new media tactics are starting to revolutionize the recruiting and hiring process.  Read the first part of this article here.

Predictive metrics and the use of big data move from interesting to essential – after years of struggling with “historical metrics” that have had only minimal impact, recruiting leaders are beginning to follow the lead of the rest of the business in adapting advanced metrics. This new focus will be on real-time metrics that let managers know what’s happening today, and predictive metrics, which alert everyone about upcoming recruiting problems and opportunities, so that they can act appropriately with time to spare. Although still in its infancy, a handful of vendors are beginning to show that you can actually identify hundreds of top performers who are not currently looking for a job (the so-called passives) using external “big data.” These advanced metric developments are on top of the established trend of shifting recruiting toward a data-supported decision model.

Employer branding returns as the only long-term recruiting strategy – after years of minimal funding and attention, strategic employer branding begins its return as the only long-term recruiting strategy. This shift is partially due to increased recruiting competition but it also comes about because social media now makes it so easy for others to virally spread either positive or negative comments covering working at your firm. The willingness of current and former employees to comment online about their work environment increases the impact of firms that reveal what employees and applicants say (i.e. Glassdoor, LinkedIn, and Universum).  Talent leaders are also gradually learning that providing a weak candidate experience can quickly damage that brand. There is now a growing division between the one percent top employer brand firms in each industry (e.g. Google, Facebook, Deloitte, P&G, and McKinsey) and the remaining 99 percent of firms that simply offer “paycheck jobs”. This dramatic and perhaps insurmountable difference in brand strength and employee treatment may permanently limit the capability of the remaining 99 percent to attract any more-than-average talent.