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Are You Having Fun?

Written by:  Steve Sanders, VPGM Industrial Manufacturing Practice

Are you having fun?

I was thinking about work and how sometimes it’s tough to get motivated and other times it’s really easy. I have noticed that I have fun at work when my customers are happy about our service and vice versa. Here’s the thing: life is too short to work with jerks or people you don’t connect well with. One of my clients told me recently that she wants her people to have fun at work because they spend so much time there. I like that mentality a lot.

serviceI hope you are having fun working and, when you work with TYGES, it is something you look back on as a positive experience. If it is not positive, then let us know. And, if it is positive, then let us know that too.

I received this note a while back in an email from one of our candidates,

“I have worked with a few recruiters and must say that my experience with you and TYGES has been the best.”

Similar to the above I received this note recently from a candidate that we have in process,

“I am impressed with your preparation assistance.”

That’s fun to me.  I like the service aspect of what I do and it is a motivator for me.

Frankly, it is amazing to me how poorly many recruiters treat their candidates. I just do not understand it. At TYGES, our process is built around making sure that the customer experience is positive, both on the candidate and the client side. respectAs Recruiters, we have to set the tone with the client and the candidate for the relationship and it is in our nature to be impatient for results and answers, but we still need to treat people as we would want to be treated if the roles were reversed.

It’s always a good idea to reflect on your work and “why you work” from time to time. If you’re not having fun at work then maybe it’s time for a change. If you decide that a change is needed or you just want to explore options then call us. Send us your info or check out our list of job openings. I can’t promise we will be able to find you a new career opportunity but I can promise we will try to make the process a positive one.

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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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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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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8 Ways to Help a Recruiter Find a New Role for You

Written by:  Steve Sanders, VPGM Industrial Practice

I often talk to candidates who have worked diligently to find a new role but have failed time and time again to find something suitable. Often, they have interviewed several times only to come in second. It amazes me that these same candidates expect a recruiter to able to wave his or her magic wand and get them in front of a dozen great companies who are hiring. choices3Let me be honest with you: I do not have a magic wand and I do not know any recruiter who has one either. I do know that finding a new role is tough and is made even more so by those who will not help themselves.

Having said this, I have some ideas for those who work with recruiters that will maximize the value you receive from that relationship.

  1. Treat the recruiter like the valuable resource they are. Be honest and open with them about what you want to do and where you want to go. Help them form a clear picture of what you want.
  2. Time kills all deals. Never waste the recruiter’s time by professing to have interest in a role when you really don’t. Make sure you do your due diligence and then pursue the role with all of your energy.
  3. No surprises. Be open with them about everything. This includes the good, the bad, and the ugly. Don’t set the recruiter up to fail by withholding information about why you left your previous job, etc.
  4. Follow the recruiter’s advice in all things related to the job search. Remember, this person makes a living finding people like you a job. When the recruiter tells you not to discuss something with the hiring authority, then don’t. If you are unclear on what you should or should not discuss, then ask.
  5. Get organized. Know what companies have been given your credentials in the past. Don’t set the recruiter up to give a company a resume that is already on file.
  6. Prep. Prep. Prep. When you go into an interview, you should know everything publicly available about the company and the role. Who are the decision makers? What are they looking for in a candidate? Why have others done poorly in interviews? Get all the information you can from the recruiter about these things so that you can prepare for them.
  7. Process is key. If you are unclear about the recruiter’s process or the company’s hiring process, then ask for clarification. Make sure you do what you say you are going to do when you said you would do it.
  8. Check in on a regular basis. Even if have not heard from the recruiter, you can certainly call or email once every week or so with an update. Nothing keeps your name on someone’s lips like regular communication.

So that’s it.

Help us to help you.

A recruiter can get you into an interview, but it’s up to you to get the call back by showing them what you’re made of when the time comes.

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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Behavioral Interviewing — Why So Scary?

Written by: Steve Sanders- VP/GM of Industrial Practice

If there are two words in the English language that strike fear in the heart of a Job Seeker more than “Behavioral Interview” then I am not aware of them. I prep people for interviews daily and just the mention of this type of interview creates a palpable sense of fear that I can feel over the phone. It is surprising because of all the things I would want to talk about as a potential employee actual situations where I made a tangible impact are at the top of my list. I thought it would be helpful to provide some quick pointers for those who are preparing for the dreaded Behavioral Interview.
Essentially, a Behavioral Interview entails asking questions and seeking responses that are illustrative of the interviewee’s past behaviors. Ideally, an interviewee will answer these Behavior Interviewing 2question in a specific format defined as the “STAR” format.

• Situation – What was the challenge you were facing?
• Task – What did you need to accomplish to overcome the challenge?
• Action – What course of action did you follow?
• Result – What happened as a result?

It makes sense that the interviewer will be looking at your resume during the interview so I would encourage you to begin your prep work here. As part of your prep work consider each title/position listed on your resume and provide a written answer to these two questions.

1.) Make a short list of your most relevant accomplishments or achievements while working in this position.

What did you Make, Save or Improve during your time here?

2.) For each accomplishment/achievement you identified in #1, provide a brief explanation of the strategy you employed and the implementation process you used to get to the end result.

Now organize these into bullet points that you can refer to on an interview cheat sheet during your call or meeting. The cheat sheet should follow along with your resume in terms of timeline by title and position. As you prepare for the interview review these bullets and be ready to share them with the interviewer as they come up in the discussion.

That’s it really. I see no reason to be fearful if you have a good plan to address the questions in the way the interviewer prefers to ask them then you should be in a position to give a good accounting of your past behaviors.

If you need other ideas about how to prepare for various interviews then check out our online REFERENCE GUIDE.

I welcome your feedback, as well as, any questions/concerns that you may have about your career’s trajectory.  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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Are you looking for…

A Rewarding Career with:

Team Pic Social Media

  • Unlimited Earning Potential
  • Advancement
  • Work-Life Balance
  • Benefits
  • Professional Training
  • Growth Oriented Performance Company
  • Base + Commission

 

If you are a driven professional looking for unlimited earning potential, upward mobility, and work-life balance (No Weekends, No Evenings, & No Travel)…then TYGES could be the company for you.

TYGES International is currently accepting applications for our growing team with a potential start date during the month of June 2016.  If you have a driven & professional personality, strong time management skills, computer fluency, a 4 Year Degree, knowledge of Sales, Industrial, Manufacturing, and/or the Healthcare Industries, a strong desire to learn, and an undeniable passion to help others…then we look forward to hearing from you.

Click Here to get started.

You can learn more about TYGES on their website www.tyges.com and stay connected with the latest industry news and resources through TYGES International’s LinkedIn group page, on Twitter, and here on our blog.

Our mission is simple:

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

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What criteria do you use to judge when it is time to change jobs?

Written by:  Steve Sanders, VPGM Industrial Division

How do you know when it is time to start a new job search? I often talk with people whochange8 are unsure if now is the right time for a change and they often miss out on good opportunities. Only you can judge if now is the right time and it costs nothing except time to look at a new opportunity. I can tell you that, as a recruiter, I only want someone to change jobs if it is truly a better situation for them and their family.

Clearly, a job change is a personal decision.

To help with that decision, here are some criteria that I think would be helpful for you to evaluate making such a change. It’s called the C.L.A.M.P.S. model and here’s a quick overview:

CHALLENGE

 People often change jobs because they are not being challenged in their work. No one wants to do the same things every day and people need to feel that their work is meaningful. A new challenge might be something that gets your juices flowing again.

LOCATION

This one is self-explanatory. I often work with people whose job search is driven by a desire to leave or get to a new or former location. Many times I see people who are trying to get closer to family.

ADVANCEMENT

I would say this is the most common reason I’ve found for why someone would consider a job change. Many are driven to climb the corporate ladder and change jobs solely to get a promotion or expansion in scope of responsibility.

MONEY

Another self-explanatory reason. I am wary of those who would change jobs only for the increased compensation. I would say that if this is your primary motivator you should be careful because changing jobs solely for the money can be a path to unhappiness. Making more is great but you could find yourself chasing ever increasing compensation and become a “job hopper” which will impact your future marketability.

PEOPLE

Many candidates I work with are unhappy with the people they work for or with. It’s important that you have good chemistry with your manager/peers/subordinates. If you can’t see yourself working with these folks long term then it might be time to kick off a search.

STABILITY

People need to feel like the company they work for has a future. If that future seems shaky then it can be a huge driver for someone to seek other employment. Employers could do a better job of making sure employees know they have a future.

I welcome your feedback, as well as, any questions/concerns that you may have about your career’s trajectory.  I would enjoy expanding upon the C.L.A.M.P.S. model with 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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What is Impact?

Written by:  Kraig Ware, VP of Operations, TYGES International

If you are an influencer within your business or on the people around you, you need to ask yourself this question, “What is impact?”  The definition of impact is as follows:

…the action of one object coming forcibly into contact with another

…having a strong effect on someone or something

You may even be an influencer and not even know it.  Look at it like this, no matter what we do everyday, we leave behind “footprints” that will have an impact on someone or something.  As an influencer, you will have impact on those things around you, good or bad…there is no indifferent.  Perhaps a better question to ask ourselves is what is “your” impact on those people/things around you?  I ran across this quote that made me think deeply about that question:

“A life is not important, except in the impact it has on other lives.”
― Jackie Robinson

We all know his story (footprints) and the impact they had on the sports arena and on our world for that matter.  It made me wonder what Jackie’s goal(s) must have been…  Was it just to play baseball in the big league?  Was it for a paycheck? Was it to change/impact the game of baseball forever?  Did he even have a goal?  Regardless of his goal(s), we can all agree that his life had an impact.

There is no doubt that sometimes our actions could have an impact and it be totally accidental.  However, what if we could be more intentional with our actions that ultimately led to positively impacting someone or something?  In other words, set goals in the things we do everyday to make an impact?

Rather accidental or intentional, our actions or lack thereof will have a direct impact on someone or something. 

Try this…within your company or sphere of influence, tie a key metric to an intentional effort to help impact someone else in a positive way.  For example, TYGES International is currently providing $100 for every successful placement (key metric) we make with our clients during 2015, to help build an Orphanage in Kenya for 200 kids that currently have no where to stay.  As of today, TYGES has been blessed to provide about $7,900 toward building this structure.  Intentional impact!  More than likely, we will never see these kids face to face; however, the motivations that we are provided thinking “What if” makes our team strive that much harder for success.

Motivation is not derived from what we do…but WHY we do.

I would really enjoy some conversation about intentional efforts that you or your company have had regarding IMPACT.

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 http://reinventingrecruiting.com/

Our mission is simple:

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