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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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Light It Up Blue #LIUB

Written by:  Victoria Terrill, Account Manager Health Care

April 2nd was World Autism Awareness Day or Light It Up Blue Day. Annually observed, this year’s event was a huge success with supporters around the world celebrating the day together. LIUB TYGESMany wore a blue article of clothing (bright royal blue is the official color for the National Autism Awareness Month); others trended autism support on social media by posting about it using the hashtag #LIUB; some changed their social media profile picture to have a filter related to Light It Up Blue; and others joined in by decorating and brightening up their homes, businesses, and global landmarks with blue lights. President Trump and First Lady Melania lit the exterior of the White House blue during the evening. Many other celebrities got into the spirit, too, by posting about it on social media (Justin Trudeau, Danny Trejo, SIA, Katie Couric, Holly Robinson Peete, Carole King, Tony Dovolani, and Bryce Dallas Howard to name a few). As much fun as the day is to celebrate, it has an important, more substantive goal: to raise awareness of autism spectrum disorder.  So I propose two questions:

“Why can’t every day be autism awareness day?

Why should “Light It Up Blue” for the whole month of April ONLY be in April?”

In my experience both with volunteering and recruiting for different organizations in the ABA Therapy field, I’ve found that individuals on the spectrum have the same needs, wants, and dreams as people who are not diagnosed with autism. By having an understanding of autism and intellectual disabilities in general, you can promote others’ understanding of it and aid those affected from it. liub2Instead of devoting our efforts to this goal one day a year, we need to educate others about autism every day.

While the hype of World Autism Awareness Day does raise awareness, the long term goal is to secure the inclusion and acceptance of individuals on the autism spectrum. These goals do not just begin and end in April.

We need to take an everyday approach, not a one day per year approach.

I personally love the enthusiasm that comes with dedicating April 2nd to educating people on Autism Spectrum Disorder but we need more autism advocates! So the next time that you put on the blue t-shirt you have laying around your closet, remember that you can and are being an advocate for someone with autism spectrum disorder regardless of what day of the year it is.

VICTORIAWorking as a recruiter in the ABA Therapy field is more than finding the best board certified behavior analysts in the country, it’s about being “all in” this movement to help others.  I welcome your feedback and would like to connect with you on LinkedIn and on Twitter. You can learn more about me HERE as I focus on helping those within the world of Autism. Learn more about TYGES on our website, Twitter, LinkedIn, and or on Facebook.

Our mission is simple:

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

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Ingredients of a Great Company

Written by:  Kraig Ware, VP of Commercial Growth

When you think of a great company, WHAT stands out? In other words, what do you see or feel?Success Story Cover

  • A creative logo?
  • A simple well written mission statement?
  • Employee friendly offices?
  • Interactive/Intuitive Website?
  • A uniquely impressive product/service/process?
  • A giving back philosophy…locally and/or abroad?

We could all agree these are some of the important things for a great company to possess. However, a better question to ask ourselves would be:

When you think of a great company, WHO stands out?

Success Story5Let’s face it, any great company has incredible people that make it happen; regardless of what stands out in your user experience with that company. Somebody is behind it, someone’s Success Story.
Recently I had an exchange with a person that would meet that criteria. When she started just a short two and half years ago, she had no experience in the field at which she was pursuing. However, with a little hard work and utilizing a proven system…she is now on the #1 performing team in the company. When asked WHY she does what she does, she replied:

“There are many things I love about my job. The one thing that sticks out the most though is the ability to help someone better their career. This in turn will hopefully better their lives and that of their family’s lives as well.”

Let me introduce you to Pamela Webster. PamelaHer focus is recruiting top level talent within the Sales & Marketing sector of the Industrial Manufacturing B2B space for companies like Stanley Black & Decker, Crane, Idex, Filtration Group, Belden, Pulsafeeder, & Optical Cable Corporation just to name a few. All of these companies impact our world’s infrastructure in some way…some of the names you’ve heard of, others perhaps not; yet, they all make the products that we take for granted everyday. In her experience, she has been complimented quite a bit on her company’s process and how we operate as a recruiting firm. Pam explained one such story:

“Last year, we placed on individual with a client of ours based in Massachusetts. She really enjoyed our process from the initial conversation about the opportunity at hand, to the guidance received though the preliminary interview process. I only handled a small portion of the entire process. The Account Executive on my team then guided the individual through the final interview steps and the offer process. It was a wonderful match, and both the company and individual felt that it was a great experience.”

I see this time and time again when I focus on the traits of successful people. The recipe can have more ingredients; however, somewhere in the mix these two things always show up:

Humility & Passion

Every company goes through growing pains. These growing pains create needs, things like:

  • Scaling up production with existing sites and/or adding new plant(s) to meet customer demand
  • Building up teams to approach new markets and/or support current and future clients in a better way
  • Launching new systems to keep narrowing the technology gap making system’s safer, more efficient, while continuing to drive up quality in the pursuit of a better product/service for the end user
  • Replacing key individuals that may be retiring or moving on to other vital roles within the company

Once things like these are understood, then a strategy & plan can be implemented to strive toward the agreed upon solution.
Success Story2Pam’s “success story” doesn’t happen without finding solutions for the problems or needs that you and/or your company are facing right now. Pamela is part of team that has been successfully helping our clients for the past 15 years with over a 1,000+ placements because we genuinely want to see things through your perspective. I know Pamela would be happy to hear from you and eager to help you with your “Success Story.”

Perhaps you are looking for a new team to join, consider TYGES…be a part of our team or consider being a new “startup” office. We have successful and proven solutions for both.

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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The Cost of Turnover

Written by:  Tim Saumier, CEO

I received a number of emails regarding January’s write-up on a “best-in-class” company called Danaher. You can read can find this blog by “clicking here” in case you missed it. One of the emails I received was from a TYGES friend who is also a former Danaher leader himself. I’m taking some editorial rights with his response to keep it short and to the point but I wanted to capture the essence of his note:

“Good thought put into this one. Yes, Danaher does try to continue to build bench strength throughout the organization. They actually have a CVD (Core Value Driver) to measure voluntary turnover (people leaving the organization that Danaher didn’t want them to leave). Larry Culp helped develop these CVDs before he left to help filter out the most important metrics for the organization. Tom Joyce (Culp’s replacement) helped develop the new Vision for the company “Helping Realize Life’s Potential”. potentialThis is fantastic when you break each word down to understand how powerful it is. Of course there are tradeoff’s as the DBS culture pushes people and it is difficult to find the quality of life balance.”

So as we think about the cost of talent, how do we get the attention of senior leadership within a company to try and understand the “Opportunity Cost” of having an opening. I scoured the internet as I’m sure there are a number of people who have built financial models that show this number. I read quite a few articles but found this one excerpt from an article written in April 2015 by Karlyn Borysenko who states:

“But regardless of the reason, what this information exposes is a fundamental lack of understanding about what turnover really costs an organization. When you consider all of the costs associated with employee turnover – including interviewing, hiring, training, reduced productivity, lost opportunity costs, etc. – here’s what it really costs an organization.”

  • Entry-Level Employees – it costs between 30-50 percent of their annual salary to replace them.
  • Mid-Level Employees – it costs upwards of 150 percent of their annual salary to replace them.
  • High-Level or Highly Specialized Employees – you’re looking at 400 percent of their annual salary.

money2Let’s look at it this way and play a game called “Fun With Math.” For the a simple example, let’s assume that a business loses 12 employees in one year, averaging one per month.

  • Six of these employees were entry level, with an average salary of $40,000. It costs, on average, $16,000 to replace each employee at 40 percent of their annual salary, for $96,000 total
  • Four of these employees were mid-level, with an average salary of $80,000. It costs, on average, $120,000 to replace each employee at 150 percent of their annual salary, for $480,000 total.
  • Two of these employees were senior, with an average salary of $120,000. At 400 percent of their annual salary to replace them, you’re looking at almost $1 million, specifically $960,000.

Add everything up and you’re looking at costs of over $1.5 million to replace just 12 employees.

Numbers seem high? Fair enough – there are organizations that estimate replacement costs to be lower. So let’s cut the cost of replacing all of those employees to the lower end of what it costs to replace an entry-level employee – 30 percent – across the board. Here’s how it breaks down:

  • It’s going to cost your company $72,000 to replace the six entry-level employees.
  • It’s going to cost your company $96,000 to replace your four mid-level employees.
  • It’s going to cost your company $72,000 to replace the two senior employees.

That means that at the absolute lowest estimated end of the spectrum – your best case scenario – you are looking at almost $250,000 as the cost of the turnover of just 12 employees.  

money4If your company has a quarter of a million dollars that it can just light on fire at the next office BBQ social activity, then maybe you don’t really need to invest in these areas. But my guess is that the vast majority of companies are simply not in that position.  It costs less to retain than it does to replace.
You can argue with the math or even the thought process but one thing I’ve learned is once a position is “officially” opened it’s already too late and mark my words when I say this: You cannot replace the person who left with a new person at the same rate especially if you’re looking for the best talent. The concept of “internal equity” is a joke. We need to be thinking “market rate” at this point. The best talent cost’s more.

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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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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