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The Next Chapter

Written by:  Kraig Ware, VP of Commercial Growth

From time to time as we navigate our life or career we need to step back and ask ourselves a very important question?

What’s the next chapter?

And when we do ask this question…we need a plan to help knock down the barriers that we “assume” are in front of us.  This is important at any stage in your career, as it is pretty hard to accomplish a goal if you do not have one.  This becomes even more important to us as we navigate the short runway towards the end of our careers.  The odds of “success” just falling into your lap, without a goal and a strong plan to obtain it, are pretty slim.  I guess it can happen; however, if that’s our plan, perhaps we can go buy a lotto ticket later today.  But seriously, if you are looking to plan the next chapter in your career, here are “Five Barrier Busters” as written by Don Tebbe that will help.

don tebbeDon Tebbe wrote this great article called “Five Barriers Between You and Your Life’s Next Chapter.”  (Click on the title to read)  As baby boomers reach the tail end of their careers and our life expectancy is getting longer, we need to have a plan to make the most of “The Next Chapter.”  Don lays out five simple barriers that you will need to overcome.  As he puts it:

“Retirement needn’t be an “on-off switch.” You may choose a phased retirement, shifting gradually into “what’s next.”

Here at TYGES, we are looking for a partner in Chicago, IL that is ready for their next chapter.  Are you ready to utilize your industry experience as you gradually shift toward retirement?  If so, give me a call.  If not, we can still be of help as we value long-term relationships and strive to maintain them through out your career working with top-tier clients in the Industrial Manufacturing, AeroSpace, and Defense B2B industries.  For the last 15 years, we have placed north of 1,000 “key” players, helping them on their trajectory toward “The Next Chapter” in their careers.  We can do the same for you.

I encourage your feedback and would like to connect with you on LinkedIn. You can also follow me at twitter @SKraigWare as I focus on striving for excellence within the business world and within our personal lives. Learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog at https://reinventingrecruiting.com/

Our mission is simple:

We’re here to make good things happen to other people.

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March Madness & Hiring

Written by:  Tim Saumier, CEO

It’s maddening!!!!!!!!!!!!!

March is a crazy time for college basketball and my wife tells my kids that I may be difficult to communicate with given it is my favorite time of year and my favorite sport to follow. march madness4

The funny thing is its not only madness in basketball but is seems to be a crazy time for hiring right now as well. Whatever your political affiliation is, the new administration, along with many other things are driving confidence in to the markets as evidenced by the DOW crossing of 20,000 a month or so ago. I would argue that all of this is artificial but it does drive spending by consumers that drives sales by companies that drives purchasing by companies and hiring of people. It’s a cycle where capitalism is at its best.

One of the companies that the stock guru’s like to follow is Parker Hannifin Corporation based in Ohio. They make motion and control systems used in a broad set of aerospace & industrial businesses. march madness5They credit Parker’s work over the past few years in the areas of “cost containment” and putting themselves in a position to grow when the time is right. They controlled costs in the flatter season and even built a cash reserve that has allowed them to recently announce the acquisition of Clarcor (filtration manufacturer) which will drive a new revenue stream for PH. The original article can be found HERE.

Why do I share this information on Parker Hannifin and what does it have to do with Basketball? While Parker and for that matter other companies in the Industrial B2B space are seeing benefits of their hard work over the past few years, the real question is:

“Do they have the Talent to deal with the next few years as confidence (artificial or not) grows and more relevant people leave the workforce (primarily baby boomers)?”

Parker has 354 openings on their website and I’m sure this is just a fraction of what they really need. As a Industrial B2B recruiter, we had a record year last year and are on track to do it again this year. march madness3

The challenge is not finding the open orders but rather finding and convincing the talent to leave their organization for a new role.

If you are in a hiring capacity here are a four things to consider as we go further in to 2017:

  • Cost – Talent is going to cost you more – the concept of internal equity needs to be tossed out the window. It is no longer relevant.
  • Better Processes – You’re going to need to speed up the process on your side if you are the employer. The best talent has no interest in going to work for a slow moving and indecisive company.
  • Focus on your existing team – You’re going to see turnover increase (mostly voluntary) as the full-court press is coming. People that have been passed over for promotions or given measly raises are now getting called about jobs that are a step up in title, responsibility and compensation (some 20+% increases).
  • Better, not perfect – If you’re looking for the “perfect” individual with a stellar work history plan on not finding them. Stellar histories have faded in the past decade and it’s not the individual’s fault but rather the company in my opinion. We have a saying – “Don’t let perfection get in the way of getting better.”

I could go on and on but you get the point. The reality of it is it may look like good times ahead but it will be maddening to say the least in the next couple of years as companies jockey for the same Talent. It will also be fun to watch. As will be the Basketball – Enjoy.

This is just one man’s opinion. I would appreciate your feedback.  You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Budget Approved. Now what?

Written by:  Matt Dionne, Managing Partner TYGES Elite

budgetThis is the time of the year when most business leaders have their budgets approved and are now reviewing last month’s progress toward their new annual goals. Many leaders will learn that the actual results are not achieving the year-to-date goals after just one or two months. “How can this be?” you might ask.

“How can we be off target so early in the year that has just begun.”

This can be due to a number of reasons including:

  • Poor Assumptions
  • Changes in Market Conditions
  • Unplanned Negative Events
  • Lack of Resources
  • Errors in budget modeling like linear budgeting without seasonal effects

However, sometimes budgeted results are missed due to ineffective actions which result from poor implementation and poor execution.

In my past, I have seen many business plans that were well designed with great actions. However, the execution of those actions did not deliver the expected results. Often this was due to the lack of initiative, foresight, planning, urgency or skill set from those responsible for the actions.  As leaders, we focus on the why, what, when, and how much to spend on the planned actions.  invest5However, we do not spend enough time on who will be doing the actions and do they have the leadership, experience, and skill set for the planned actions.

Improving results dependent on people requires an investment in people.

Such investments include reassigning your best employees to new roles, providing training to those in the roles, or acquiring the required talent to drive the new actions.  Having the leadership talent to achieve planned improvements is something equally important to the actions themselves and deserves more time and planning.

So, as you review your business results to your budgeted plans, ask yourself if you have the leadership talent to achieve your planned success. If not, it’s time to take action on WHO will be driving your business actions.

I encourage your feedback and would enjoy the opportunity to provide you the resources for a top tier performing team.  You can find me on LinkedIn and you can learn more about my team and company here.  Also, you can learn more about TYGES by following us on Twitter @TYGESInt or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Where have all the candidates gone?

Written by:  Katrina Blalock, VPGM of Aerospace & Defense Practice

Throughout my recruiting years, I’ve noticed that qualified and interested candidates are becoming harder and harder to find. I’ve often wondered,

“Are employers being too picky or not paying enough for talent?”

Purple Squirrel is a term used in the recruiting industry to describe the type of candidate that is a rare find. purple-squirrelToo often, employers will present recruiters with a wish list of educational, work history and skill-sets that radically limit the candidate pool. Employers should be mindful that each condition placed upon a job description exponentially shrinks the candidate pool. In developing job criteria, employers should be mindful that they are excluding good candidates based on pinpoints of a job requisition.

After finding the right candidate, are employers paying competitive market value?

In high school physics, we learned the Law of Inertia (i.e. objects at rest tend to stay at rest unless acted upon by a force). Candidates are similar as inertia to change jobs or companies does not exist. Over time, prospective employers have forgotten this universal principle when offering a compensation package to a candidate. no-thanksSimply put, qualified candidates will rarely change jobs for the same money they are making at their present employment. Employers, it’s time to “come off of the hip” and make it worthwhile for the “Purple Squirrel” to leave his or her job and come work for you.

Unnecessary job criteria and average compensation packages have created the illusion of a candidate shortage. Nothing could be further from the truth.

Where have all of the candidates gone?  They may be right under your nose!  

I encourage your feedback and would like to connect with you on LinkedIn. Learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Key to Avoiding Talent Problems

Written by:  Tim Saumier, CEO

As we begin 2017, I find myself having numerous conversations with clients regarding their talent problems. talent6We did a five part series last year on this subject, here they are Part I, II, III, IV, & V.

Today, I want to focus on a pretty amazing company that understands talent and it has shown up in their financial results year over year for the past couple of decades – Danaher. For the average person, they won’t recognize the Danaher name. It is a publicly traded holding company with a number of different brands/products throughout its portfolio that grew from a small $700 million company in the 90’s to nearly $20 billion in recent years using their “secret sauce” – the DBS (Danaher Business System) which is modeled after the Toyota Production System (TPS) but with many enhancements in my opinion. Last year they split the company in to two companies (Danaher & Fortive) to help focus them in particular areas. Regardless of the split, they will continue forward with the DBS model and it will show up in their performance.

Many articles have been written about Danaher so my intent is not to replicate them but rather I want to focus on what I see as one of their key ingredients to the DBS success – how they handle talent. While this is not the end all be all, this is where I see they have a distinct edge over their peer group of companies as well as the many companies out there trying to emulate/duplicate their DBS model and ultimately their success. Here’s what I’ve seen:

They have a farm system (think baseball) where they consistently hire new college graduates (undergrads and their coveted new MBA graduate program where they recruit from the top 10 programs in the US). talent4Regardless of what’s happening with their market / businesses they’re committed to hiring the brightest & the best and they tend to pay them to the right of the bell curve – meaning they pay well. For the high potential MBA’s, they put them in a rotation program where they garner experience in commercial roles, operational roles, and strategy roles ultimately letting the “cream of the crop” rise to the top and become their GM’s/Presidents.

The key here is they are not necessarily filling open requisitions that were created by someone who left the organization.

They in fact are over hiring to keep building their “bench strength.” Very few companies do this as consistently or well as Danaher. Most companies try to run lean and wait for someone to resign. This is a huge mistake in my opinion because whether you move a person internally or make an external hire there is so much opportunity cost being left on the table due to lost leadership and productivity. This is something that most presidents don’t truly grasp. They get it conceptually but do nothing to build their bench strength. I equate it to orders are flowing in from your customers and you are out of stock – lost opportunity. Something you never get back.

What’s amazing to me is this is all a math equation. Companies have an idea of their turnover % each year, they know the ages of their employees, and they have a projection of the headcount they will need to complete the goals for the year. talent3They can also pretty easily figure out the trends for what types of roles are turning over and build bench around these specific roles. I can tell you the patterns of my clients and I don’t have all their data.

So why am I sharing this today?

To get you to think of talent as a real investment – not a short range transaction. Consider putting together a Sales Operation Planning process around talent and get serious and intentional about finally getting ahead of the game in your talent pipeline. If you have not figured it out, this is only going to get worse for everyone as company tenures are shrinking, loyalty to companies is all but gone, and people are getting recruited out for bigger jobs, bigger titles, and bigger money. If your average turnover was 5% last year, expect it to rise. If you choose to do nothing, expect tough times in the future as you won’t have the talent you need when you need it. It’s time for leaders to step up and do something about talent instead of blaming others. This is a leadership problem to solve.

I welcome your thoughts and feedback. This is one man’s opinion.   You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Clarity & the New England Patriots – what do they have in common?

Written by:  Tim Saumier, CEO

Let me start this conversation by saying I’m not a Patriots fan. In fact, they are considered the enemy to my lowly Miami Dolphins who have brought nothing but disappointment for two decades running. While the Patriots may be the enemy I have an enormous amount of respect for the leadership and their process. patriots5Yes, they’ve been criticized over the years for filming others practices, deflating footballs, etc. but the reality is their leadership has built a culture of excellence for two decades running. I remember when Drew Bledsoe went down in the second game in 2001 with an injury. My first thought was ouch – my second thought was we may have a shot with Bledsoe gone because they are putting in this unknown quarterback drafted in the 6th round from Michigan named Tom Brady. Even after starting the year 0-2, this no-name steps up and carries them to the Super Bowl Championship and the end of the Drew Bledsoe era.

Earlier this year, Brady was suspended for the first four games of the regular season, up steps the #2 quarterback Jimmy Garoppolo (who?) and they win their first two games. He gets injured in game two and up steps the #3 quarterback Jacoby Brissett (who?) and they go 1 – 1 with him. Tom Brady comes back in game 5 and wins. Now they are 5-1 and arguably one of the strongest teams in the NFL.

So what is it they have that allows them to keep performing at a high level regardless of injuries, distractions (think Aaron Hernandez), etc.? 

The conversation above is centered around quarterbacks but reality is they’ve had injuries and distractions across the board but for some reason they keep winning. The Pats have 124 wins over the past decade (#1 in the NFL and 20 more than the second team – Indianapolis). It starts with Leadership – Robert Kraft at the helm of the Patriots and his head coach Bill Belichick who joined the Pats in 2000. patriots3These two gentlemen are the clear leaders (not the players). They have established a culture of team first and have put a system in place where average players perform way above their individual capability. Tom Brady is a great quarterback because he plays within the New England Patriots system. Could he play elsewhere? Yes he could but the question is whether he would be as effective. I highly doubt it.

So what is it they have? 1) Clear leadership – Kraft & Belichick 2) Clear Systems & Processes 3) Clear Culture – you join the patriots they don’t join you 4) Clear role definition – everyone has a role to play. Yes they have talent but it’s the talent that fits their culture & their schemes – not the other way around. Corporations talk about talent like it’s the magic recipe to fixing everything. patriots4It doesn’t hurt to have talent on the team but without Clarity of Leadership, Systems, Processes, Culture, & Role Definition, it is pretty hard to be win as a team.

I’d appreciate your thoughts even if you don’t like football.

You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Chief Talent Officer?

Written by:  Tim Saumier, CEO

Back in May I introduced something called the Integrated Talent Chain (ITC) and have written about different aspects of it through a five part series (Part I, Part II, Part III, Part IV) over the past few months. This final commentary on the ITC is centered upon the true process owner. Something I like to call the Chief Talent Officer. Taking you back a month ago: I was putting the final touch-up of part four when a client reached out requesting our assistance in recruiting a VP of Human Resources. The irony of this is they wanted to hire a non-traditional HR professional to be the right hand of one of their divisional president’s. They got to this place after admitting they had a misstep in the previous hire.trip The reality was they hired a traditional HR professional expecting them to do something they were not trained or wired to complete. They hired what most of us would expect in an HR professional while the competencies/expectations of the new hire were quite different. They needed someone who will provide a much greater focus on the overall business. Someone who will bring true strategic input and execution as well as process orientation. They ultimately want someone that has owned a P&L and can be the bridge between the strategy and the people who execute the strategy. This is a good first step to moving towards hiring the ITC process owner.

I’ve had a few people tell me that I’m bashing HR professionals. That is not my intent. I do believe there are some wonderful HR professionals out there but what I’m describing is not an HR role but rather a new type of role – Chief Talent Officer (CTO) who owns the entire process and is the ultimate “poster child” when it comes to representing the employment brand both to existing associates as well as those you are recruiting. They are outgoing, gregarious, and have a true understanding of the business and the impact that an engaged associate, or for that matter a disengaged associate, can have on the business. Most HR professionals I know are good at administering policy versus capturing the hearts of people that lead to business results and associate satisfaction.

We as a society have tried to turn these people in to something they have not been trained to do.

Does it mean they can never change? I’m not saying that but what I am saying is that it is difficult. One thing I would recommend is that if you have a solid HR professional who has potential, give them a line role and let them prove it as well as learn some things. This is way outside of most leaders comfort zones but this is how you put up or shut up. The new role will provide the person with a different set of lenses to see the world through.

Over the next few years, you will see this CTO role break out and become one of the most important roles in the organization and I believe will make or break a company as the talent pool continues to shrink. Who are these people and where do they come from? highpotIdeally they come from inside the company. They are a high-potential who is greatly respected, has an outstanding attitude and the type of person you not only enjoy being around but they get things done. I know what some of you are thinking – I know this person and we can’t afford to pull them out of their current role. You can’t afford not to pull them out of their role in my opinion. I’ve heard for the past decade that “people are our most important asset.” Well here’s the time to show it with more than words. Take your best athlete and put them in this role and watch them flourish and watch your company change for the better. Do you want a “competitive weapon” – this is it.

This is one man’s opinion on the Integrated Talent Chain. I’d love to hear your feedback – good and bad. I’m not sure what I’ll be talking about next month just yet but I’m sure it will build out from the ITC.

You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Built A Great Team – Now What?

Written by: Tim Saumier, CEO

Now you’ve spent all this time, effort, money, etc. to get this talent aboard what are you going to do to keep them? Moving on to Part 4 (Read Part 1, Part 2, and Part 3) of this multi-part conversation as it relates to the “Integrated Talent Chain” (ITC), I want to focus on what happens after you’ve secured the talent and what you need to have in place to develop this talent that you’ve worked so hard for.  I’m talking about a formal Talent Development (TD) process. developmentSome companies do a decent job but most companies do not, which I think is more related to ignorance than the desire to not do it. It’s amazing the effort and money companies spend on recruiting and onboarding but they fail to see the real cost of losing someone due to the lack of development. You may argue that this needs to be organic. I won’t disagree but we need to have a standard process to help guide this process.

First – what is a formal TD process? One man’s opinion (mine). It’s what we do to not only retain but also make our employees better under our watch. Ideally we’d like to develop all employees but not all employees want it or deserve it. Hence the reason why we have to select the top 20% and pour our energy in to them. This 20% will deliver 80% of the results you are looking for ultimately (pareto principle). pareto-principleThese people provide a higher return and expect and deserve the attention of the company. The company has to do their part and take care of them and develop them. These high-potentials are treated differently on purpose – they are given a lot more freedom, are given first crack at stretch jobs (internal mobility), mentors / coaches, c suite visibility, training & development, invitations to top leadership meetings, leadership training, advanced educational courses, long term equity, and even higher raises (versus the typical merit raise). The challenge is keeping the egos in check. Sometimes a high-potential needs to leave your company. If they do, let them go gracefully and wish them well.

While this concept of having a process with specific touch points may seem like an abstract concept, it is something that can be developed in to a structured process where leadership can be wrapped around the process to drive its execution. Herein is the rub though:

Most managers don’t take this serious and nor do they want to do this.

Massive mistake and if you have people in your organization who don’t want to do this they should be removed from leadership. If they are not showing specific and measurable results in the area of developing talent, they should be removed. building-leadersI would go so far as to tie part of their income to their ability to achieve “people” metrics….this could include # of people promoted, # of people who they lateral out to another group, # of people who resigned (negative), etc. Don’t misunderstand me, these people need to be trained on how to be a leader and given the tools & processes before they can be held accountable. Most people put in leadership roles are not ready. We need to help them get ready.

So how do we get TD going? Start by mapping the process. Use a cross-functional team that incorporates your target audience (high-potentials). Yes they will come up with some ridiculous things but keep an open mind. Once you have the process, do a gap analysis on what’s lacking, of which you will find it will not only be process but it will be leaders and KPI’s. From their put a CTO (Chief Talent Officer) in place to own and drive the process. This is not an HR professional! I want to continue on this subject but I will hold out until next month to talk about this area.

Before I go, I will leave you with this. I thought the timing was perfect: I find it extremely interesting that a long-time client of mine reached out to us to start to work on hiring a non-traditional HR Leader for their global business where they are focused on being a true strategic business partner that can not only understand the business but also truly drive the business. change21They shared with me that they’d prefer a person who has run a business and wants to move in to HR and bring that level of business acumen to this typical administrative function. They went so far as to say they would consider someone who has never been in HR because they have a solid #2 in HR who can handle the administrative side of HR. Sounds pretty forward thinking to me and directionally what I’ll be talking about as it pertains to a true CTO.

Again, I welcome your thoughts and feedback. This is one man’s opinion on the Integrated Talent Chain.  You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Integrated Talent Chain – Part III

Written by:  Tim Saumier, CEO

As a follow up to our series over the past couple of months, this is Part III (Part I, Part II)  in our series evaluating what it takes to put a true Integrated Talent Chain in place and make it a competitive weapon for your company.  Now that we have an understanding of current inventory and forecasted needs as well as turnover, let’s talk about what it takes to attract talent.

Question 1 – Do you have an Employment Brand?

What exactly does this mean? I boil it down to this one statement – it is why people come to work for your company and ultimately why they stay.  what is employee brandingThey may not stay forever but there is something that attracted them. A fancy brand, cool products, great giveaways, a specific location, the opportunities, the career pathing, the industry, etc. These are all examples of why people join companies and defining what is very unique about your company is important in defining who you are. A good place to start is a clear Mission that is meaningful and impactful to a person’s life. Talk about what you are trying to do as a company – your Vision. Make sure people understand your Core Values & Beliefs. From there you can then decipher the answer to your Employment Brand and learn how to share it appropriately. My warning to you is a cool product is not the answer; free coffee is not the answer; ping pong is not the answer – it is something much more impactful that stands the test of time. Yes it will be tweaked as time progresses but the core of who you are should not. This can be a very challenging exercise to go through as you have to get in touch with what is really the purpose of your business.

Question 2 – Do you have a clear Talent Acquisition Process?

You want to frustrate high potential talent, have an unclear, ever changing process with no repeatability and no speed. This is where most companies fail miserably. First their posture is to start from an arrogant perspective (my opinion) where they believe the talent will wait on them and they need to demonstrate their value to the company only when in reality when you are pursuing high potential talent it’s always a two way process. 1 way 2 wayHere’s my position on the process:

  • It should be well defined using standard work such that wherever a person interviews in the world they will have the same experience
  • Right up front – when you first speak to the individual, layout the process and make it very clear to them what they should expect as it pertains to steps & timeline. I can only think of one client in our lineup that I can honestly say does a good job of this. Most companies miss this mark.
  • As part of the process it needs to be swift and decisive. If the process is well documented up front, you can move people through the process at a good pace and make a decisive yes or no – if it’s a maybe it’s a no. I have heard the term “keep them warm” over a 100 times in my career – this is a joke. When I hear this I tell the individual to move on.
  • Don’t start the process unless you have preauthorization to hire someone. It’s a waste of time to get someone to the final stage of the interviews only to put them in a holding pattern while you run it up the presumable ladder for approval. This should be a foregone conclusion that you can hire this person. World class is the person leaves your building with an offer in hand. I’ve seen a lot of this 1 up process instilled over the years where the hiring manager is required to interview the person and weigh in on the decision. This is a failure as you are not fixing the process but rather inspecting every product.
  • If more than a few people have to interview the person like the boss’s boss as an example you have the wrong leader in the hiring capacity – replace them or replace yourself.
  • Don’t let perfection get in the way of getting better. There is no perfect person out there. Your focus should be on the journey at hand which is getting better daily.

Question 3 – Do you have the capacity to recruit & develop talent?

Recruiting good talent is difficult. It’s not about finding a resume online or a LinkedIn profile that’s looks good that makes it difficult. It’s a courting process just like it would be looking for a lifelong partner. It takes a lot work to source, call, qualify, recruit, attract and get the person on-boarded. When I hear an internal recruiter tell me they are personally working 20+ jobs at the same time, it’s a recipe for disaster. HelpIn my office, we estimate that a professional recruiter (working 50 hours/week) can work between 4-7 orders at any given time and actually have an impact. Especially given the amount of non-value added things that have been added to the process with applicant tracking systems, etc. I feel bad for most internal recruiters because of the unrealistic expectations put on them. If you’re going to get serious about recruiting you need to have the proper capacity with the proper tools and skills to be successful.

Now you’ve spent all this time, effort, money, etc. to get this talent aboard what are you going to do to keep them? I’m talking about a formal Talent Development process in which I will discuss in Part 4.

Again, I welcome your thoughts and feedback on anything. This is one man’s opinion on the Integrated Talent Chain.   You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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The Trifecta – Make yourself more attractive to Hiring Managers

Written by:  Steve Sanders, VPGM Industrial Practice

Recruiters spend a lot of time working to find that perfect person who fits a very narrow set of criteria and has the intangibles that make them a good fit with the client. I’m constantly evaluating people based on their work experience, industry experience, location preferences and a host of other things that may or may not be evident by a simple resume perusal.

I remember seeing this chart in a presentation a while back and I even drew a little picture of it in my notebook that I have hanging on the wall in my office.  Many times when I am debating whether someone’s level of fit to a particular position I find myself using this criteria as a guide. I call it The Trifecta.

The Trifecta is a Venn Diagram that describes, in very simple terms, the level of fit that a particular person may or may not possess when it comes to a position I am recruiting.

Let me break it down for you.

There are 3 circles here that each represent some attributes for the particular candidate or job. Skills, Geography & Industry.

  • Skills represent the required experience or skillset that this person must have to be qualified for the role. This might be Education, Experiential or even Knowledge based skills. An example might be someone who has led a lean transformation from the corporate level.
  • Geography is pretty straightforward. It essentially means that the person or job where the role is located is a good fit. Ideally this would be local and within commuting distance but it could also be in a place that is highly desirable for some reason. Maybe it is a virtual role.
  • The final circle is Industry. In the ideal situation the individual or position fits well with the industry background.

Now comes the scoring part of the diagram. As you can see, there are numbers 1, 2, and 3 on the chart.

  • 3 represents a fit for both skills & geography but not industry. This is the least desirable situation as the person might be a good fit based on experience and they are in the right place but they lack experience in that industry. We can’t change this because the person either has it or they don’t.
  • 2 represents a fit for both skills and industry. This is better than 3 because we can do something to change this.  Ex – We can relocate the individual to the location where the job needs them to be.
  • 1 is The Trifecta. The individual has the skills, industry experience and is located in the right geography. This is what we are looking for in the perfect world.

What does this mean for you as a Job Seeker or Hiring Authority?

As a Job Seeker, try to find positions where you meet The Trifecta. This means that you are local, meet the skills requirements and also have experience in the industry. In the popular vernacular this is a “no brainer” for the person who receives your resume. You’ll get an interview, which is what you are after.

As a Hiring Authority, this means that you are screening for skills, industry & geography as you scan resumes and talk with potential candidates. Clearly those who bring The Trifecta are your ideal fit and you can focus on confirming that the cultural fit is there in the interview process.

I welcome your feedback, as well as, any questions/concerns that you may have about your career’s trajectory.  I would enjoy helping you as a Career Coach; who knows, perhaps our combined insight will unlock something better for you and your family.  You can find me on LinkedIn.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter@TYGESInt, or here on our blog.

Our Mission is simple:

We’re here to make good things happen to other people.

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