The Perfect Fit

Executive Recruiting is Very Professionally Rewarding!

I’m very thankful to be able to continue doing the work that I love so much.  The last year and a half has been really busy with diverse clients engaging my services for very different reasons.  My company’s name is Bishop Partners, because I enjoy partnering with senior executives for both agencies and brands, to help them build, expand or reinforce their marketing capacity.  The level of clients’ trust in my work has grown, as has my reputation, earned over two decades of hard work and respecting others.
 
Last year, I had the opportunity to help a privately held company build an internal marketing department from scratch.  The owner didn’t think the agency they were using was worth the expense, so he decided to build his own.  We started with identifying and hiring a Director of Marketing.  Once that leader was identified and hired, I worked with them to hire a Social Media Manager, a Digital Asset Designer/Developer, Manager of Automation/Analytics, Sr. Copywriter, a Product Specialist, Media Buyer, PPC/SEM Specialist, UX Accessibility Designer & Developer and an Account Manager.  It’s been fun and very professionally satisfying to work so closely with a client for so long on such a critical project!
 
I’m thankful that my reputation and national network continues to evolve and encourage marketers of every discipline and experience level (from Jr. Designers to CEOs), to confidentially get in touch to ask for my help in identifying their next career opportunity.  Over the years, when a client (new or existing) needs a particular skill at a particular level of experience and compensation, I can introduce multiple existing candidates immediately.  Hybrid and remote work has dramatically expanded that capability.
 
So, I just want to say thank you to all of you for your support and friendship, either personally, professionally or both!  For my Clients, my 10K LinkedIn Contacts and 11K national marketers in my database, consistently prove to be an invaluable referral resource for identifying and recruiting premier performers for my clients.
 
It’s all very rewarding!  I love what I do and love being able to continue doing it.  Thank you for your friendship and support! Also thank you for your continuing referrals of colleagues or employers!  Enjoy your day!

Maximize Marketing Executive Hires with a Specialist Recruiter

Recruitment is a critical function for any business, but finding the right talent in fast-evolving fields like marketing, advertising, and digital media can be particularly challenging. These industries are in a constant state of flux, driven by rapid technological advancements and ever-changing strategies. As a result, businesses seeking top-tier candidates often benefit significantly from working with recruiters who have a deep specialty in these areas, particularly retained recruiters.

Specialized Recruiters Bring Industry Expertise

General recruiters are valuable, but in industries as dynamic as marketing and digital media, companies need recruiters who truly understand the intricacies of the field. Specialized recruiters focus on one niche, developing in-depth knowledge of industry trends, key players, and the evolving skill sets required for success.

In marketing, for example, the shift from traditional methods to digital-first strategies has created demand for talent with skills in SEO, data analytics, social media marketing, and content creation. A specialized recruiter understands these nuances and knows exactly what skills and experiences to look for in candidates and where to look for those candidates. This insider understanding enables them to assess talent more accurately and find candidates who are truly qualified, rather than those who just look good on paper.

Furthermore, digital media and advertising are fields where creativity must align with data-driven decision-making. Knowing how to balance these qualities in a candidate requires a deep understanding of the industry. A recruiter who specializes in this area will be able to distinguish between candidates who have technical skills and those who can also bring innovative, strategic thinking to the table.

The Advantages of Engaged Recruiters

In addition to specialization, retained recruiters offer a distinct advantage for businesses looking to fill key positions. Unlike contingency recruiters, who only get paid if a hire is made, retained recruiters are engaged on an exclusive basis. They work closely with a company to fully understand its needs, culture, and long-term goals.  They’re being paid to understand the fine points of a particular open role.

They’re able to spend the time to develop relationships with candidates, to truly understand that candidate’s vision, values and goals.  This deeper understanding often leads to a more thorough and efficient hiring process, and to candidates to are happier, contribute more and stay with a company longer.

For marketing and digital media roles, this relationship is invaluable. Engaged recruiters are able to take the time to thoroughly vet candidates and ensure they align not only with the technical requirements of the job, but also with the company’s culture and vision. These recruiters often have access to a more extensive and higher-caliber talent pool, including passive candidates identified through research, who aren’t actively looking for jobs but would be open to the right opportunity.

The research can identify top performing candidates from competitors and/or who have  category experience.  Employers can detail much more specifically, precisely what characteristics they’re looking for.  Those traits are then identified through research and/or referrals of colleagues.

Hiring Heatwave: The Unsteady and Unpredictable Talent Market This Summer

As summer winds to a close, advertising agencies and marketing firms have faced unsteady, unpredictable challenges in talent acquisition that reflect broader industry trends and specific pressures unique to these sectors.

Attracting and Retaining Talent in a Competitive Market: The competition for top talent in the marketing and advertising industries is fiercer than ever. Agencies are not only competing against each other but also against tech companies and other industries that offer attractive packages and more flexible work environments. This intense competition has made it difficult for agencies to not only attract but also retain skilled professionals, particularly in digital and creative roles. The rising demand for specialized skills like data analysis, SEO, and AI integration further complicates the landscape, as these skills are in short supply and high demand across multiple sectors.

The Impact of Economic Uncertainty: Economic factors, such as inflation, fluctuating interest rates, and geopolitical instability, have made it challenging for agencies to predict and plan their talent needs. Many agencies are cautious about expanding their teams, leading to delays in hiring or a preference for short-term contracts over full-time positions, while their clients have the same feelings of uncertainty.

Remote and Hybrid Work Dynamics: The shift towards remote and hybrid work has become a double-edged sword. While it has allowed agencies to access a broader talent pool geographically, it has also introduced challenges in maintaining company culture, fostering team collaboration, and ensuring consistent client service. Balancing the flexibility that remote work offers with the need for in-person creativity and brainstorming sessions remains a significant hurdle.

Why and How Recruiters Add Value in Hiring Top Performers

In today’s competitive job market, hiring top performers is critical for organizations aiming to maintain a competitive edge. However, attracting and securing these high-caliber individuals is no easy feat, especially when they are already thriving in their current roles. This is where skilled recruiters come in, playing a pivotal role in the talent acquisition process.

The Value of Engaging Passive, Top-Performing Candidates

One of the most significant contributions recruiters make is their ability to engage passive candidates—those who are not actively seeking new opportunities but who may be open to the right one. Top performers are often deeply committed to their current employers, having invested time and effort into achieving success within their organization. These individuals are not scouring job boards or sending out resumes; they are busy excelling in their roles. Engaging with these passive candidates requires a nuanced approach that goes beyond standard recruitment practices.

Recruiters add value by leveraging their networks, industry knowledge, and relationship-building skills to identify and connect with these top performers. They understand that these candidates are not just looking for a job; they are looking for a significant opportunity that aligns with their personal and professional goals. By positioning the opportunity as a natural next step in the candidate’s career progression, recruiters can effectively persuade them to consider making a move.

Understanding the Vision, Values, and Goals

A key aspect of a recruiter’s role is aligning the vision, values, and goals of both the client (the hiring organization) and the candidate. This alignment is essential for ensuring long-term success and satisfaction on both sides.

For the client, it’s not just about filling a role—it’s about finding a candidate who will thrive in their corporate culture, contribute to the company’s mission, and stay committed over the long term.
A recruiter’s deep understanding of the client’s business, culture, and strategic objectives enables them to identify candidates who are not only technically qualified but also a cultural fit.

On the candidate side, top performers are often driven by more than just a paycheck. They seek roles that offer growth opportunities, align with their values, and allow them to contribute to meaningful work. Recruiters who take the time to understand a candidate’s career aspirations, personal values, and long-term goals are better positioned to match them with roles where they can truly excel.

The Art of the Match

Recruiters act as matchmakers, carefully balancing the needs and desires of both the client and the candidate. This involves more than just assessing qualifications on paper; it requires deep insight into what makes both parties tick. The best recruiters are those who can see beyond the resume and job description to identify synergies that others might miss.

For example, a recruiter might recognize that a candidate’s experience in a different industry could bring fresh perspectives to the client’s team. Or they might see that a candidate’s personal values closely align with the company’s mission, making them a perfect cultural fit. By focusing on these deeper connections, recruiters can facilitate matches that lead to lasting, successful hires.

Conclusion

In the quest to hire top performers, recruiters provide immense value by engaging passive candidates, understanding the vision, values, and goals of both clients and candidates, and making thoughtful, strategic matches. Their expertise not only saves time and resources but also ensures that the right people are placed in the right roles, driving success for both the individual and the organization. In a world where top talent is a key differentiator, the role of the recruiter is more important than ever.

Please get in touch with me and let’s talk about how I can help you research and recruit and hire the  best performers at any level in modern marketing, advertising or digital media.  Thank you!

Unleashing Superior Talent Acquisition: Harness the Power of Specialized Expertise

Earlier this week I had a long conversation with a new client prospect.  She didn’t understand the benefits of "engaging" a recruiter who’s a specialist in the area she’s looking for help with.  She did not understand why she should pay any portion of the fee in advance.  I’ll save my response to that question in another blog post!
 
I went back through our conversation and decided to summarize the benefits of using a recruiter specialist, so those of you who might need help from a third party recruiter in the future, will understand what some of the benefits are and be able to make a more informed decision for your company's benefit.

1.  In-Depth Industry Knowledge:  Specialized engaged recruiters have a deep understanding of their specific industry, enabling them to identify candidates with the precise skills, experience, and cultural fit required. Their expertise in industry trends and challenges ensures they stay ahead in sourcing top talent.

2. Targeted Network and Access: Recruiters specializing in a particular field have a targeted and extensive network within that industry. They build relationships with key players, influencers, and passive candidates who are often inaccessible to generalist recruiters. This access increases the likelihood of finding highly qualified candidates open to the right offer.

3. Enhanced Candidate Evaluation:  Specialized recruiters possess an experienced understanding of the technical and soft skills required for roles in their field. This expertise allows them to conduct precise candidate evaluations, including assessing industry-specific competencies and cultural alignment. They ask the right questions and understand nuanced responses, leading to a more accurate assessment of a candidate's suitability.

4. Strategic Insights and Advice:  With their specialized knowledge, recruiters can offer strategic insights and advice tailored to your industry. They help refine job descriptions, compensation packages, and employer branding to better attract top talent. Their understanding of industry benchmarks and best practices ensures your hiring strategy is competitive and aligned with market standards.  All their experience and expertise is focused on you, the Client in support of recruiting the very best talent available.

5.  Efficient Search Process: Specialized recruiters streamline the search process by quickly identifying and reaching out to potential candidates within their network. Their industry specific referral network professional associations, and networking events allows them to efficiently identify, source and screen candidates. This efficiency reduces the time-to-fill for difficult roles, helping you secure the best talent faster.

A Recruiter’s Reputation, Reach & Referrals, Leads to Results & Repeat Clients!

I believe the employees are a Company’s most valuable asset.  I’ve worked hard for over 23 years to become and remain one of the best Marketing, Advertising & Digital Media Recruiters in North America.  The trusted reputation I’ve earned results in the most accomplished marketers reaching out to me confidentially,  to help them identify the next step in their career.  My Clients are the benefactors of that effort.  Here are some examples:
 
Kasey: ECD/SVP CD-Copywriter, New York, 30 Years’ Experience, Hybrid, Remote or will Re-lo

Pitched and won: Jose Cuervo, Dyson, Levis, Wisk detergent, Microsoft, & More
Allstate, McDonalds, Coke, Nike, DeBeers, Kraft, Corona, Rolex, Hyundai, Visine, Lego & More



Employers: DDB, JWT, W&K, Portland, Leo Burnett, BBH
Awards:  Cannes Film Grand Prix, Cannes Lions, Clio HOF, One Show Pencils, Advertising Emmy
 
Erina: EVP Marketing, Communications, Sales, San Antonio, MBA, hybrid or remote. 
Employers:  Hospitals/Healthcare Systems, Pediatric Healthcare, Biosciences, Life Sciences
Marketing, Brand and Salesl Leadership, PR, Cross-Functional Collaboration & Leadership
 
Mateo:  ECD/GCD-Copywriter, St. Louis, 27 Years’ Experience, Office, Hybrid or Remote. Will re-lo
Clients:Bacardi, Dewars, Nike, IBM, Dewars, HSBC, Panasonic, Nextel, Molson, Bluefly.com, More.
Platinum Awards:   Hermes, Viddy, AVA, Vega, MarCom, DotComm
Scores of Industry Gold Awards: Telly, Vega, AVA, Hermes, Viddy, DotCommConsistently successful new business strategist, conceptor and presenter.
 
Beth: VP of Brand Strategy, Copywriter, Publishing/Author, St. Louis, 25 Years’ Experience, MA & MFA, in office, hybrid or remote. 
Clients: Amazon, E-Commerce, CPG, Microsoft, P&G
Awards: Print Magazine Regional Finalist, Communication Arts Annual, One Show Finalist, Clio Finalist, Hatch Award Finalist, 1st Place Chanticleer Little Peeps; Mom’s Choice; Bank Street; and Emory Global Health eBook Award.

If you're an employer, you might very well be excited about one of the candidates who are already in our database.  We're very willing to significantly discount those recruiting fees, since there is no search involved.  Of course, I'd be happy to help you identify, recruit and hire any "Most Valuable Employee" from scratch, as well.  Just give me (Bob) a call to see how we could help you.

Thank you very much!

Marketing Communications Leaders, Strategists & Creatives Available Now!

I’ve consistently said that I’m very proud of my reputation as a marketing recruiter, earned over more than two decades of value delivered to client and candidates.  See the 50+ Recommendations on my LinkedIn Profile and website.
 
Taking the time to develop real relationships makes all the difference in understanding what the goals of both clients and candidates are.  When those two things match up, it’s exciting, rewarding and profitable for everyone.  It’s why over 70% of my candidates remain with my clients for over three years.
 
If you’re an employer and have an organizational need for an experienced employee leaders with a specific skill set, please get in touch.  It’s very possible that we have an existing candidate in our database whose vision, values and goals align with yours.  Hybrid or remote work dramatically enlarges the candidate pool that can be available.
 
Here’s a sampling of candidates who have recently introduced themselves for my help in identifying that next step in their career and are available now:
 
Global CMO, CT, Jill - Rebuilt global marketing function across NA, EMEA, APAC and LATAM to create marketing powerhouse.  Drives business volume through new product creation, demand generation campaigns, innovative branding and storytelling, effective solution positioning and expansive communication distribution to increase profitable growth.

Proud of 21 Years of Recruiting Success

July is my Anniversary month!  I can’t believe it’s been over 21 years since I started my recruiting business!  Looking back, I’ve had (and am having) lots of fun while feeling professionally fulfilled, in helping businesses identify, recruit and hire professionals to maintain or expand their businesses.  Similarly, I’m proud of how many advertising, marketing and media professionals I’ve helped identify and take the next step on their career journey, ultimately helping them move closer to reaching their career goals.  It’s very rewarding work! 
 
In reminiscing, I start to think about quantifying those 21+ years, the numbers are amazing . . . almost unbelievable!  I’ve probably interviewed over 8,500 people and completed over 260 searches for over 85 Clients from all over North America. I have over 9,700 in our database and as of this morning, over 7100 LinkedIn connections.  Those contacts provide an excellent base of referrals for top marketing and media pros.
 
The recruiting and hiring process continually evolves.  It changed radically, almost overnight as a result of Covid stoking “The Great Resignation”.  Professionals found themselves with ample opportunity (time) to think about what they were doing with their professional career and life.  Many were dissatisfied with their conclusions when they realized they weren’t happy or being professionally satisfied.  They didn’t like where they were working or their boss or their compensation and many decided they’d rather being doing something of real human value and taking care of themselves, rather than just selling some consumer a product! 
 
Employers had to change too.  They could no longer take their employees for granted or be disrespectful or dismissive of them.  Employers started listening to their employees and being more appreciative, respectful, fair and flexible, out of necessity.  Remote workers are more productive than anyone imagined and so the more “flexible”, even hybrid office attendance became (or is becoming) the new normal.
 
The most successful employees are well known by their peers and competitors.  Employers are no longer able to simply “post and pray”.  Job boards, are infrequently effective and rarely efficient or expeditious.  The resulting focus on talent acquisition has resulted in far superior, more inclusive, satisfying and fun work environments.  Company cultures have had to become more ‘attractive’ to current (and prospective) employees.

Why Partner With an Executive Search Firm?

The work of executive search firms can at times be confused with the services of contingent recruiting agencies. However, there are key, significant differences.

Have you ever been tasked with discovering the perfect candidate for an executive-level position? If so, you're aware the process of finding a candidate to fill senior-level roles is much more rigorous, time-consuming, and research-heavy than hiring an entry-level or middle management position.  The process has become even more difficult post-Covid.

When recruiting intermediate personnel, you’ll typically post on a job board or two,  run the resumes through an algorithm, and review the remaining applicants for the best possible candidates. The process can range from days to weeks. However, when it comes to an organization’s most senior-level roles – from executive leadership or the C-Suite – different strategies are necessary to find the right candidate who can lead an organization.

An executive search firm is a company that specializes in placing highly qualified candidates in executive-level positions across the public, private, and non-profit sectors. Executive search consultants seek to understand a specific executive position, define the core competencies necessary for a successful hire, and target several candidates that fit a distinct profile. Such positions include President, Vice President, CEO, CFO, COO, department heads, and more. 

The work of executive search firms can at times be confused with the services of contingent recruiting agencies. However, there are key differences in scope, methodology, process, and more, which differentiate these into two entirely different professions. In short, retained executive search firms partner with organizations to provide expertise in their industry or service, ultimately leading to the hire of a successful candidate.  

RETAINED EXECUTIVE SEARCH VS CONTINGENT RECRUITING

Unfortunately, executive search consulting and contingent recruiting are often thought of interchangeably, but are completely different professions.

RETAINED EXECUTIVE SEARCH

DEFINITION

Executive search firms are specialized management consultants retained by clients in an advisory capacity. Executive search firms partner with a client to identify, assess and select the very best possible candidate.

BUSINESS MODEL

Executive search firms operate on an exclusive, client-centered basis and work on a limited number of assignments at one time. They are engaged in all aspects of the process, from defining the search through candidate integration. They often find candidates with diverse backgrounds and have access to candidates who are not actively seeking a new position.
They charge a consulting fee (retainer) for the assignment, consistent with their in-depth advisory work. Executive search firms deliver high-quality services beyond placement, a slate of highly qualified candidates, and develop long-term relationships built on trust.

Why Hire a Professional Recruiting Firm for Executive Search?

With the span of companies we service ranging from start-ups to publicly traded global corporations, I’ve fielded the Client question, "Why hire a professional recruiter"? from many different persperctives. The answer is not one size fits all. Hiring executives in larger companies partner with me to strategically target talent during a period of growth, change or to confidentially replace leadership. Smaller family owned businesses or startups may need our help to plan for succession, market opportunities, advise on organizational structure or identify a role that will align and deliver business goals.

Here are a few reasons why a partnership with Bishop yields a high return:

1) Time is money. We streamline the process with an in-depth analysis of the client company keeping an eye on short and long term goals to clearly identify the role. Only the top candidates are presented so the hiring authority in evaluating key, qualified and interested people. Interview coordination and close contact during the hiring phase and on-boarding also tightens process time.   

2) Marketing is paramount in attracting top talent for your company. We’re representing your brand, strategic initiatives and big picture goals. Our approach is to communicate clearly the vision, history, and uniqueness of the company before discussing the role within.

3) The human factor is something to consider. Our candidates are making a weighty decision that likely affects family. Career moves are all about timing.  We’re experienced in balancing what is important to each party to bring about a mutually satisfactory, timely outcome.

Recruiting For That Data-Driven Art of Digital Marketing

The first quarter of this year is the busiest start to a year we’ve ever experienced!  We’re proud to have worked with a diverse Client base ranging from tiny start-ups to Fortune 100 iconic brands.  What’s struck me as most interesting is how the searches have almost all become focused on data driven digital media/online marketing skills and tactics.  Here are searches we’ve worked on or are still working, in the first quarter:           

            Design Director

            Dir. of Digital Advertising Operations

            Experiential Producer

            Graphic Designer

            Marketing Analyst

            Senior Client Success Manager

            Senior Creative Research Strategist

            Senior Digital Media Analyst/Campaign Manager

 

We’ve all known that “Big Data” and the targeting of specific customers, demographics or groups of prospective Clients, has been rapidly growing in use, effectiveness and efficiency.  This is the quarter when I’ve realized how truly ubiquitous digital and data are in customer or client outreach and engagement.  I’ve previously written about "FutureHire" and how digital skills were becoming a critical component of every search we’ve conducted for the past several years, but it seems to have hit a new level.

I’ve historically been as much a consultant as a recruiter to my Clients. My “target Client” is a small to medium sized, privately held company where support (or advice) is needed in marketing, advertising or digital media talent acquisition. In fact, a recent blog post, “Consultative Recruiting” (http://bit.ly/2yCQ6wf), speaks exactly to that.

Earlier this week I met with the CEO of a successful mid-sized agency that’s making acquisitions and expanding across the US.  He suggested that I start to specifically offer a “Consulting” practice to owners/principals of those small-medium sized Clients ($2M-$200M).  He believes that I deliver value during, open and honest communications with owners/principals.  He said “there aren’t many people we’re (CEOs and Owners) comfortable enough with to be truly honest in conversations.  Your communication style encourages that.” 

Bishop Partners provides “Recruiting and Consulting for Marketing, Advertising and Digital Media”.  We practice “Strategic Recruiting”.  We will quickly deliver skilled and experienced candidates for difficult positions at every level of your organization, up to and including succession planning for your most senior roles.  Please get in touch with me and let’s have a conversation about how I can help you identify, recruit and hire the premier talent that your organization needs. EOE

 

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”.

Hiring Accelerates in 2018, Bishop Helps With “Most Placeable Candidates”

U.S. employers expect hiring to pick up in the first quarter of next year, with 21 percent planning to add staff between January and March, according to the latest “Employment Outlook Survey,” released yesterday by ManpowerGroup. Employers in all U.S. regions and industry sectors expect headcount to grow.

One of the ways Bishop Partners can help employers is with a special file that we keep, called “Most Placeable Candidates” or "MPCs". We’re proud of our reputation and how attractive it is to the top performing candidates in marketing and advertising nationwide. Every week, industry leaders confidentially introduce themselves to us, share their resume and ask for our help.  Taking seasonal variations into account, the net employment outlook for Q1 2018 is up 19 percent, the strongest reported in the past decade. This marks the 14th consecutive quarter with an outlook of plus-15 percent or stronger. Here’s a partial list of those candidates:

Brand Manager, Toys/Entertainment/Gaming or CPG
Copywriter, Social Media Producer
Creative Director, Copywriter, Consumer Products
Creative Services Firm CFO/COO
Creative Services Firm New Business Developer
Director of Paid Social Media
Director of Product Brand Marketing, Analytics, Strategy
Executive Creative Director, Consumer Products
Executive Creative Leader: President, CEO, COO, EVP
Senior Digital Art Director / UX Specialist
Senior Interactive Designer / UX-UI Designer / Animator
Senior Media Strategist & Analyst
VP, Director of Client Service Aviation/Finance/Food/Retail
VP, Global Paid Media

Taking seasonal variations into account, the net employment outlook for Q1 2018 is up 19 percent, the strongest reported in the past decade. This marks the 14th consecutive quarter with an outlook of plus-15 percent or stronger. Nationwide, hiring prospects are two percentage points stronger when compared with the final quarter of 2017, and employers reported an increase of three percentage points in comparison with this time one year ago.

The Fourth Quarter; Accountability, Strategy and Planning!

THE QUARTER OF CHANGE

The 4th quarter is when the yearlong numbers become real and leadership becomes accountable. It is the quarter that has the most expense cuts and reductions in employment. 4th quarter is when annual planning is completed, leadership is measured, and talent deployment is strategized for the upcoming year. It is the quarter for decisions to ensure the next year will meet or exceed expectations.

The pressure on leadership is increasing (recent turnover statistic was 32.3%, the highest in several years). Some of this is due to retirements and job changes, but the majority is forced resignations due to inability to meet expectations and move the company forward successfully in this competitive global economy.

Not everyone is a natural leader and the lure to increase visibility, gain power, and be rewarded is enticing and a confidence builder. The most common reasons why leaders fail are: (1) become self-serving and do not support their team; (2) will not delegate tasks to develop learning (become stressed out with work overload and create turnover of staff); (3) stop directing people forward; (4) become too political or arrogant; (5) become resistant to change and cannot adapt their style to a new environment (more reactive than proactive); and/or (6) do not communicate well with external and internal stakeholders.

The challenge for most organizations is how do you go about finding the right leader for the right job at the right time? This requires planning and setting realistic expectations. First step is to define the search criteria. Sounds simple; however, we've found that a high percentage of all exempt searches are altered from initial scope, because hiring authorities are too inwardly focused and subconsciously not aligned with the goals of the role and the needs of the business. Bishop partners with clients to create a complete and detailed description of core responsibilities, definition of opportunities to contribute, reporting structure, resources, client/candidate expectations, hard and soft skill requirements, and compensation. Before starting the search we want to make sure all parties have strategically evaluated the search and defined the interview process.

We are ready to help your organization develop the strategy to hire the right person, for the right role, at the right time.

Thanks to our colleagues at Bohan & Bradstreet for this perspective.

 

Marketing Trends, Technology, Demographics and Succession Planning

  
We’re already into the second quarter of the New Year and both the micro and macro-trends for the advertising/marketing  industry are looking towards significant growth. Unemployment is dropping,  budgets and spending are increasing and technology is exploding with new opportunities across the industry and the overall economy is solid. So what to do...
 
We are living at a time of a confluence of mega trends: the retirement of the baby boomers; the creation and adoption of new technologies and an emergence of a strong economy. Growth brings new challenges to us all:

1.    How do you attract talent that can provide the level of service your customers have expected?
2.    With the growth of new skills requisite to adopt the new technologies, where do you find the talent and how do you train them?
3.    As your own baby boomers prepare for retirement, how do you put a succession plan in place that manages the expectations for your company, your retirees and your bench strength?
4.    And do you HAVE bench strength?
5.    And who is actually buying stuff today?

A few facts about those Baby Boomers:
1.    They control over $7 Trillion in net wealth

Employees Are Like Lightbulbs, They Burn Out And Are Then Discarded!

There was a terrific copywrited article in Sunday's Post-Dispatch, writted by a Post business columnist, Jim Gallagher "Burnt-out Workers Biding Time".  The article was detailing how, as the economy improves, workers who have been waiting for the opportunity to leave their present employer will do exactly that . . . and as soon as possible.  I've talked about the need for retention and succession planning many times in this blog, most recently "Separating Executive Role 'Engagement' From Job 'Satisfaction'".  Employers simply do not take enough of a proactive role to insure their best performing employees are trained or retained.

Mr. Gallagher's thoughts are supported with a survey conducted by Dr. Ronald Leopole, VP of U.S. Business for MetLife, the conclusion of which was overwhelmingly reached, that American employees "are ticked off and hoping to bail out". The study also identified that "40% of the surveyed workers feel like they're working harder, while 25% felt less secure in their jobs".  That mix is not sustainable in the long term.

You can look around your "open" office and likely figure out which of your colleagues are among those ready to bolt.  Employers have been taking advantage of employees, asking them for increased hours and in some cases reduced wages during the recession.  Employees understood the need, and basically had to comply, or lose their job.  There were no other job options.  Employees don't forget. Now that the economy is improving, employers better get with it.  Retain the train the employees you have . . . find ways to give back to them.

The issue is not just money.  I often talk about employers needing to respect their employees, stop taking them for granted and do something for them.  A raise would be wonderful, but it's more than that.  How about some training. How about helping your employees learn more about the realities of how the world of commerce is changing around us.  Bring in a speaker for a "Lunch and Learn", or send your more senior top performers to conferences or other specialized training.  Let them know you care and you want to help them grow!  Find ways to support their professional growth . . .it doesn't have to be expensive.

With the environment as volatile as it is, and with the market opening up with more frequent "better" career opportunities, be sure your resume is current and your LinkedIn Profile is complete.  Be ready to respond quickly when you identify a position that intrigues you.  Enlist your co-workers to identify topics of mutual professional interest, and ask your manager for programs that can help you learn more about that topic.  If necessary, explain to the manager how a program will help you do your job better.  You shouldn't have to explain that professional training will contribute to making you a more engaged employee.  That will make you, your clients and your manager happy too!

 

Separating Executive Role 'Engagement' From Job 'Satisfaction'

In a recent article in the ExecuNet Newsletter ("Market intelligence and insight for maximizing executive talent management") written by Joe McCool, I was struck by how important the difference between "engagement" and "satisfaction" is.  I was also struck by how significant that difference is to every kind of organization, and for every level of employee in the organization.

Here's what Joe wrote:

"The second annual Executive Retention Report by ExecuNet and Finnegan Mackenzie found that over 90 percent of U.S. CEOs and other management leaders believe an executive can be engaged in their work and with their employer but still open to considering new career opportunities. This was reflected in their attitudes about their own sense of engagement and job satisfaction.

Exactly 93 percent of CEOs, presidents and top business executives report they're engaged in their current role, but only 75 percent say they're actually satisfied with it. Also, roughly 7-in-10 other 'C-Suite' executives and others at the vice president, director and manager levels are likewise engaged in their day-to-day work, but only 5-in-10 say they feel a sense of overall job satisfaction.

"Companies should take the time now to consider how their potential failure to retain their best management executives will weigh on corporate productivity, financial results and succession plans in the coming year," says ExecuNet's Mark Anderson. "Even before this recovery takes full effect, it's clear that surprisingly high numbers of executives are restless and eager to explore what a more growth-oriented economy has in store for them."

Further, Anderson commented, "If companies can't retain their executive leaders and don't have the right teams in place, they simply won't reach their business objectives for the coming year. For that reason, retention risk should be on the corporate agenda now."

To stave off key executive defections, says Richard Finnegan, principal of Finnegan Mackenzie - The Retention Firm, and author of Rethinking Retention In Good Times And Bad, companies should consider conducting 'stay interviews' to rebuild trust with key business leaders, get them re-engaged and explore what the company could do to increase their job satisfaction, and get them focused on the potential upside of staying."

Having 50% of your organizations' leadership with their job obviously means that 50% are not satisfied.  That will affect productivity, morale and the company culture in a negative way.  It's easy to understand how improving  satisfaction on the job (at every level) will increase productivity, morale and culture.

I've previously written about the "restlessness" of employees at the moment (resulting from their feelings of overwork and undervalue)

Separating Executive Role 'Engagement' From Job 'Satisfaction'

In a recent article in the ExecuNet Newsletter ("Market intelligence and insight for maximizing executive talent management") written by Joe McCool, I was struck by how important the difference between "engagement" and "satisfaction" is.  I was also struck by how significant that difference is to every kind of organization, and for every level of employee in that organization.

Here's what Joe wrote:

"The second annual Executive Retention Report by ExecuNet and Finnegan Mackenzie found that over 90 percent of U.S. CEOs and other management leaders believe an executive can be engaged in their work and with their employer but still open to considering new career opportunities. This was reflected in their attitudes about their own sense of engagement and job satisfaction.

Exactly 93 percent of CEOs, presidents and top business executives report they're engaged in their current role, but only 75 percent say they're actually satisfied with it. Also, roughly 7-in-10 other 'C-Suite' executives and others at the vice president, director and manager levels are likewise engaged in their day-to-day work, but only 5-in-10 say they feel a sense of overall job satisfaction.

"Companies should take the time now to consider how their potential failure to retain their best management executives will weigh on corporate productivity, financial results and succession plans in the coming year," says ExecuNet's Mark Anderson. "Even before this recovery takes full effect, it's clear that surprisingly high numbers of executives are restless and eager to explore what a more growth-oriented economy has in store for them."

Further, Anderson commented, "If companies can't retain their executive leaders and don't have the right teams in place, they simply won't reach their business objectives for the coming year. For that reason, retention risk should be on the corporate agenda now."

To stave off key executive defections, says Richard Finnegan, principal of Finnegan Mackenzie - The Retention Firm, and author of Rethinking Retention In Good Times And Bad, companies should consider conducting 'stay interviews' to rebuild trust with key business leaders, get them re-engaged and explore what the company could do to increase their job satisfaction, and get them focused on the potential upside of staying."

Having 50% of your organizations' leadership satisfied with their job obviously means that 50% are not satisfied.  That will affect productivity, morale and the company culture in a negative way.  It's easy to understand how improving  satisfaction on the job (at every level) will increase productivity, morale and culture.  It will also make the employee happier and much more likely to stay for the longer term.

The idea of "stay interviews" is so simple . . . and so powerful.  Why are employers so afraid of actually spending some time intereacting and getting to know their employees?  The result o that interview doesn't necessarily have to mean additional 'expense' for the employer.  My bet is that employees would be thrilled to have a "real" conversation about their professional goals with their boss.  I think the idea behind having the conversation would have significant value in itself.

I've previously written about the "restlessness" of employees at the moment (resulting from their feelings of overwork and undervalue).  I've written about how important succession planning is, at every level of the organization.  The ExecuNet article is just more evidence of how consistently proactive organizations must be to maintain (or create) a healthy culture.

Are you engaged or satisfied?  If you had the opportunity to sit down with your boss for some personal career planning, would you know what you'd like to ask for (beyond more money and/or time off)?

Four Ways To Retain Your Best Employees

As you know, I continually encourage our clients to think about the best ways to retain their existing premier employees.  It's not always about the money (but of course, money does matter!)!  There are other, sometimes simple (and free) things employers and/or executives can do to support their employees.  Why hire a recruiter to find the very best personnel, when you discourage them and don't provide a path to career growth?  I thought this following article by Amanda Stillwagon of the "Small Business CEO" blog was succinct and helpful.  Some of this seems so obvious . . . believe me when I tell you it isn't.  So, here's a little reminder!

"There are two main problems concerning human resources today. The first one is the unemployment rate which causes grossly underqualified people to apply to your company and the second is employee retention. For business owners, retaining your best employees may pose a challenge.

Entrepreneurs know how competitive hiring is in the business sector and the fear of employees jumping the fence to join a competitor is more palpable now more than ever. It is hard to find good employees but it is even harder to promote company loyalty. Once you find top quality people to work for you, you have to ensure that you can keep them because retaining quality employees is one of the keys to ensure the growth of your business.

Here are some tips on what you can do to keep the best employees under your wing:

1. Give compensation where it is due. Not all employees are all about the money. You have to be fair in giving out compensation but you also need to ensure that you are within your budget. If your employee deserves a raise because of their performance and you can see that you are well within budget even after you’ve given the raise, then do so. Giving your employees fair pay makes them feel that their contributions to the company are being appreciated which in turn would make them more committed to the company.

2. Enforce an open desk policy. You need to make your employees feel that what they have to say is important because it really is. Whether they need to air a grudge or would offer you some suggestions for the betterment of the company, you need to hear them out. Some of the best ideas come from employees themselves since they are already familiar with the ropes of the business.

3. Provide growth opportunities. The most common reason for employees leaving jobs they have had for the longest time is because of dissatisfaction when it comes to growth opportunities. Do not impede the growth of your employees just because they’re already doing a great job where they are. You need to implement seminars and conferences which would promote self-development. You also need to constantly give challenges to your employees by way of giving them new responsibilities every now and then. This would help your employees acquire new skill sets, make them feel good about themselves and eliminate boredom and monotony in the workplace.

4. Be a flexible and transparent employer. You have to realize the importance of having a work-life balance. You might be a workaholic who needs to work 24 hours a day, 7 days a week for you to be productive, leaving little time for your personal life. While that might work for you, you cannot expect the same from your employees. If needed, you have to let them take some time off for a well-deserved vacation or other situations which needs a little understanding on your part. Do not begrudge your best employees of the time they need for themselves. This would help solve unease and stress in the workplace.

These tips are only meant to be a guide of what you can do to help foster loyalty. Whichever method or tactic you may take you need to remember one very important aspect: always lead with your heart."

Do the right thing . . . respect your employees.  Mutual respect creates a happy and productive workforce!

Executive Recruiters and Unemployment

I'm going to share some thoughts from a retained recruiter and colleague of mine from the International Retained Search Associates, Ted Konnerth.  Along with his superb golf game, Ted is a thoughtful guy and the leading recruiter in the electrical manufacturing and distribution industries.  You can learn more about his company Egret Consulting here.  I've done a bit of editing to apply these thoughts to the marketing/advertising industry.

Most people assume that with high unemployment, the availability of quality talent is as easy as posting an opening and waiting for the flow of hundreds of well-qualified applicants. Let’s disabuse you of that notion and begin by using facts:

1. Unemployment is 9.5% of the working population

2. Unemployment for those with a college degree is 4.8%

3. Baby boomers have begun to retire, with estimates of that pace predicted to quicken as the stock market and therefore retirement accounts return to levels prior to the Great Recession.

4. Emerging markets in the marketing industry are attracting experienced talent away from traditional employers, thereby depleting the available pool.

5. Levels of employee engagement are at record low levels, which will drive employers demand for more replacement talent*.

The majority of the unemployed are laborers; skilled or unskilled. Their plight is unlikely to dramatically improve going forward as many of their jobs have been shipped offshore. Additionally, the talent skills that the emerging companies need today require far more education than traditional laborers. College or technical school diploma-level attributes in IT, computer sciences, electronics and semi-conductors are in high demand.

The US already has a shortage of technology professionals, and the same is true as technology relates to the changing marketing methodology and expanding channels.   We’ve seen the demand and wages increasing dramatically for online, mobile and social media marketing even in the past two years.  Those who are expert in those new media areas, those who are leaders and/or innovators are scarce and not easily hired away from existing employers: relocation, signing bonuses, vacations, etc. are being offered to the premier players to try to attract them.

The war for talent issue has been moving forward for the past ten years. We were all forewarned this day was coming, but in the teeth of a deep recession it’s difficult to rationally increase hiring to prepare for the imminent shortage. Leading companies are already doing exactly that. Others are making a renewed effort to retain their own top performers and offering them professional training as part of a succession plan.

If there is a call to action, I would suggest three specific actions:

1. Enact retention strategies for your top talent immediately. Losing a key contributor is extremely costly, not just in the replacement costs, but in the lost down time to ramp up the replacement.

2. Implement succession plans for the top talent. A recent study found that less than 50% of corporations have a defined succession plan for their CEO’s (or any of their management team).

3.  Create a recruitment plan that addresses three issues:a. Building a bench. Start a college recruitment program.

a. Building a bench. Start a college recruitment program.

b. Direct recruitment department. Focused on the college recruiting and the lower level positions that experience higher turnover rates, an internal recruitment organization can effectively meet these needs.

c. Sourcing partnership. For critical talent, that can only be identified through direct recruitment processes, identify a third party firm who can partner with your organization, acting as a pure recruitment organization and as a talent scout for opportunistic hires when ‘best athletes’ become available.

The next ten years will be exciting on so many levels: new technologies, new markets of growth and a melding of technology and devices into changing channels. There will be winners and losers in this battle as always, but for those who view the path to winning through attraction of qualified talent, the odds will be significantly higher.

* Global Employee Engagement Declining