Increasingly, corporate clients ask us to vet internal candidates by creating a panel of external peers. In the past, companies used retained firms to do this, at great expense, or tasked unwitting contingency firms that sent a confused message to the candidate market.
Our project-based model solves their problem nicely. Our research recruiters go to market and assemble a panel of peer candidates to provide a reference point for our client’s hiring committee. Our client then decides if they want us to recruit some or all of those in the panel.
The results represent a market survey of a discrete talent niche, and can be used to inform compensation, title, management scope, and diversity considerations. ~
For those of us involved in corporate recruiting, relocation is always an issue in landing a new hire. Relocations for career change dropped 10% in the last reported year, according to a Wall Street Journal report. This represent a reversal of previous trends. The big change in worker mobility is surprisingly due to strengthening in the US economy as well as social changes, making candidates less interested in relocation.
During the Great Recession, recruiters knew that potential candidates were often too insecure to leave their current job. Mobility ebbed to the lowest levels seen in decades. Gradually, the economy entered recovery, and we all witnessed increased worker confidence regarding the relocation proposition.
So why the recent downturn?
• In a strong economy, workers don’t need to relocate to get a new opportunity, especially if they are located in market hubs that favor their skills.
• In competitive markets, workers are well compensated where they are, since employers want to keep them
• Families are more complex, according to a new report by the respected Pew Research Center. Women are contributing more to family income, making relocation decisions tougher. Younger fathers are saying they are more involved in family matters. Separation and divorce rates motivate former partners to remain in proximity for ongoing parenting.
• Relocation assistance has fallen off as companies realize employee tenure has fallen off. Expected tenure has changed the employee perspective, creating reluctance to uproot lives for what might be a short-term gain.
Our firm is entering its twenty-fifth year of global recruiting. We’ve seen these changes up-close. Skilled recruiters on the agency or corporate side need to factor these new motivators into their search strategies to improve their odds in filling open positions.
LinkedIn has become a resourceful tool for recruiting talent, it makes us wonder how recruiters survived before it came along in the mid 2000’s. The ease in which you can put in what you are looking for and receive a list of individuals that might be a fit for your position… sounds like a dream! As most people within HR and Recruiting have a lot on their plate, it’s an easy stress-free way to reach out to people.
So, you send InMails or connection requests. Then you wait… and wait… and wait… to see who, if anyone responds.
A few things you may think about while you wait.
What am I going to do if no one responds to my InMail? Where did those messages go? Did they go to a personal email account that is not checked? Did the person even get an alert they have a message?
Think about the last time you did this, how many InMails did you send and how many responses did you get? Would you say your return is less than 10%? What about the other 90%, how do you get to them? Three little words….. CALL THEM DIRECTLY!
When people say “It’s not about the money”, it might actually be true. The average tenure of a restaurant manager is only four months and four days. That time period is not even long enough for the manager to reach their six month review or raise. If money is not the only deciding factor, then why do many restaurant managers leave?
A large factor in management turnover is poor onboarding and training procedures. Statistics show that 28% of restaurant companies have no employee handbook, 43% have no training manual, and 52% offer no safety training. New managers are often thrown into a position they are not ready for because the person that was filling that position previously has abruptly vacated the position. Managers quickly become overwhelmed by the stresses, long hours, and high pressures of the position that they are not fully trained to handle. This leads to burnout, and the “revolving door” effect we see so much with restaurant managers.
I spent eighteen years in management with my last restaurant company. It was a company with a great onboarding and initial training program, as well as ongoing training each month. I was better prepared to handle the day to day challenges that naturally come with this high stress position. As a result, I always felt like I had the knowledge to do the job that was expected of me. I never had the strong urge to leave my job as many of my colleagues in other restaurants did.
Many restaurant companies boast of industry leading compensation packages, as well as world class benefits. While I believe those items to be very important for attracting top class talent, I believe a comprehensive orientation and onboarding process, as well as a ongoing training program, is the best way to retain and get the best out of your restaurant managers.
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A tight job market can cause problems for your recruiting efforts. Low Unemployment Bad for Recruiters
How can great economic news and low unemployment be bad news for employers and recruiters? In periods of low unemployment, like today’s job market, there is a smaller pool of qualified candidates to choose from. This means more competition for recruiters and companies to hire those qualified candidates. There are even instances where recruiters have found themselves competing with one another for the same candidate. This type of competition results in more choices for the candidate to choose from, and it makes it harder for the recruiter to make sure his offer is the one the candidate accepts.
What’s a recruiter to do?
What can the recruiter do to make sure they can deliver the best candidate in a timely fashion to the employer?The following are strategies to operate in this tight job market:
1. Positive experience. The candidate needs to have a good experience during the hiring process. A well-designed and executed job portal is one of the first things that the candidate sees. Keeping the lines of communication open with the candidate, keeps them involved and motivated. Job candidates see good communication during the hiring process as an indication of how the company treats and values their employees. Keep the interview short and to the point. Lengthy interviews can discourage candidates and gives them the opportunity to seek employment elsewhere.
2. Don’t overlook candidates. Some candidates are highly qualified but interview poorly. These candidates are generally introverted, shy, or nervous. They may not know how to present themselves in an interview. Offering them some tips as to appearance and suggestions about how to conduct themselves is a great way to help them prepare for their interview with the employer. It would also be useful to alert the company about issues like this so that the interview can be more social and not so much like an interrogation. The company may have to overlook social awkwardness to gain this “gem” of a candidate who may have the experience they need for the position.
3. Optimize available time. Using a Candidate Tracking System is a great way to focus on what is needed to get that candidate to the finish line in a timely fashion. By keeping the process moving forward, you show the candidate that you are organized, and this can prevent them from looking at other offers during the selection process. This also helps to free up time, so the recruiter can focus on finding new candidates and forming relationships with both the candidates and the employer.
4. Relationships are key to success. Successfully placing someone in a position is a great way to get recommendations from that person for future candidates. They probably know someone who may be looking for a new position in the near future or is unhappy where they are. This is a great source of future business. The same holds true on the other side of the coin. An employer you have successfully helped with a hire is much more likely to use you again and recommend you to other companies.
5. Know your audience. The baby boomers (born between 1946-1964) and their work attitudes are nearly gone. It is the Millenials (born between 1980-2002) and Gen Xer’s (born between 1965-1979) that are the ones who you should be concentrating on. They have different views from the previous baby boomer generation on what is important to them in the workplace. The characteristics of this group that are important to consider include:
They are more responsive to texts than phone calls, at least initially. Save the phone calls for later contact.
They are very interested in benefits, working conditions, and company culture. Offering mentoring programs would be an attractive lure for them. Salary is important to the Millenials and Gen Xers, but so are these additional factors in getting their acceptance of your offer.
They are more open to changing jobs. Gone are the days of staying with one firm forever. If it is to their advantage to change jobs, they will. Determine what their goals and expectations are for the job you are recruiting them for. Do they see it as a long-term position or a short-term position? It will save embarrassment with the employer later if this is made clear to them from the beginning.
They are more open to contract work. The employer may not have considered this at first, but it may be advantageous for both the candidate and the employer if the need is urgent but not necessarily long-term.
6. Understand what the hiring manager is looking for. What are the specifics of the job? Is this clearly spelled out in the job description? Knowing what is needed for the vacancy is key to finding the best candidate. This information is necessary to communicate what the hiring manager expects from the candidate. This will prevent problems later in the hiring process by giving the candidate a more precise picture of what the job will entail.
7. Be honest with the hiring manager. Make sure the hiring manager knows the level of difficulty involved with finding a good candidate and the time frame needed to do so. Giving them assurances of a quick resolutionwhen you know that is unlikely, may get you this job, but make it unlikely you will get a call for their next vacancy. Honesty is the best policy when dealing with the client.
This year’s low unemployment rate can be difficult for recruiters and employers. Do you give up? Lower your expectations and accept inferior candidates? No, you choose a proven team to get you through the difficult times and make sure you get the candidates you want.
Mankuta | Gallagher can help you find the best candidates for your positions. Weovercome the obstacles a tight job market throws up at us. We have a pipeline of well qualified and well-vetted candidates that anticipates your needs.
Organization research is a bland name for something so interesting.
Organizational studies are kind of like the economics of an industry or company. They analyze agents of influence and assess large-scale patterns that can be used for things like recruiting top talent and benchmarking.
Organization research harvests a vast amount of insight – the ways that information can be used are just as expansive.
Talent mapping. HR departments can put organization research to good use. Organization research helps recruiters spot talent in relation to potential recruiting needs. This research can reveal where top talent spends their time online, or what’s attracting them to companies. This information offers a chance to cultivate a relationship with prospects, so you’re prepared when an opening comes up.
Supply chain analysis. A global scope of your industry can reveal weak links in your supply chain both leading up to and beyond your link in that chain.
Corporate structure analysis. Understanding how your partnering companies, or even your competition, operate can be insightful. Organization research can let you know how many levels of management are between different positions in a company. This allows for more efficient communication, and it can help you exploit their vulnerabilities.
The more you know about how your competition is performing, the more you know about what your team needs to accomplish. Organization research grants your strategists information to help set performance benchmarks as compared to your competition, or the industry as a whole.
Sales territories. Organization research includes identifying sales territories within industries. Businesses can use this research to target regions with little or no competition.
Product offerings. If you want to know what products and variations of products are selling, guess where you can find the answers: organization research!
Compliance group growth. Organization research can shed light on trends in compliance groups. Understanding these patterns offers strategic compliance information so your team’s prepared to meet laws and regulations your business might face.
Organizational research as a recruiting tool
Recruiters need to have their finger on the pulse of a wide range of industries. Not only do recruiters generate organization research, they know how to use it.
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What to do when a star employee decides to resign?
Every company has one…that stand out employee. The star who always get things done brings in the sales, closes the deal, and raises others up to his level. When you have a star, you always feel confident that your business will succeed.
Until the day she resigns to follow another opportunity. It’s easy to panic in this situation, but in today’s competitive, employee-driven market, it happens all the time. So, how do you handle the situation?
Here are 8 tips for what to do when your star employee leaves
1. First, try to keep them.
If someone else has wooed your star, it might be time to woo them right back. First, make it clear how much you value their vital role in the organization. Show that you want them to stay. Sometimes, even your star player can feel under-appreciated. It might also be wise to make a counteroffer. This might mean more money, better benefits, a promotion or a change in roles if the employee is looking for a new challenge.
2. Let go with grace.
If wooing or counteroffers don’t work, then it’s time to accept the facts and move on. It is important to be graceful in the midst of your disappointment. Never bad-mouth the employee to anyone. That will not win you any points, either with the departing employee or the ones who still work for you. It can also give you a bad reputation among potential future hires and even damage client or customer relationships.
3. Let your team know as soon as possible.
You aren’t the only one who will be affected by the departure. Your team has a stake, too, and they will have questions relating to their changing roles in the company. It’s important to inform your staff of the imminent change right away. Don’t allow unnecessary rumors to spread as that could damage morale in the entire company. Be open about the situation and make it clear that you have a plan to replace the departing employee.
4. Alert everyone else of interest as soon as possible.
Again, a departing employee won’t affect just you or even your internal team. The ripple effects will spread outside of your company. People of interest can include clients, vendors, customers, contacts, and anyone else who has built a relationship with that employee. Make it clear that their business is still your top priority and will be handled with the same level of professionalism.
5. Resist hiring in a panic.
It’s easy to overreact and hire someone new immediately. Resist this impulse. You want to take the time you need to evaluate the needs of the company and the newly vacated tole. Think about existing employees’ roles and capabilities before determining how to proceed. You’ll want to have a clear definition of the role that needs to be filled before making a decision.
6. Don’t wait too long to hire someone.
This may seem like a contradiction, but it’s really not. While you want to take time to evaluate the needs of the company, you also don’t want to get stalled and do nothing out of fear. Create a plan based on your evaluations and then get back to work.
7. Look internally to fill the role.
Is there a “star in the making” on your team already? It’s easy to think you must look externally for new talent, but often the answer is right under your nose. Evaluate those around you and see if someone has similar qualities. Maybe the departing employee has already been mentoring others on the team and they are ready to step into a new role? If so, it could save you the time and money required to recruit outside talent.
8. Take the time to do a thorough exit interview.
This can sometimes be an overlooked part of the resignation process, but it’s still an important one. Use the exit interview as a way to discover the underlying reason for the departure, beyond the offer of more money or a career advance. Was the employee unhappy for some reason? Was there a grievance that was ignored or unnoticed? Was there a company policy that negatively affected their work? Was there a conflict with another employee?
Keep your ego out of it and think of the situation as a good opportunity to make improvements in your company.
A star employee quitting is a big shake up and you have to be prepared when it happens (and it will). Use these 8 tips to help make the transition easier. If you’re ready to start a search for a new superstar talent, Mankuta | Gallagher offers expert services to find and fill critical roles. Contact us today to get started.
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Why pharmaceutical companies should consider contingency recruiting.
Talent recruiting is a specialized skill. It takes strong industry knowledge, an innate ability to assess not only a candidate’s experience but also less concrete qualities that aren’t found on a CV. Soft skills – like leadership ability, personality, and cultural fit – are also important because these things often make the difference in a candidate being hired and succeeding in the work environment. Nowhere is the role of the recruiter more important than in the pharmaceutical industry.
Recruiting talent for the pharmaceutical industry requires a lightning-fast approach to find the right person in the shortest amount of time. In this industry, education and experience are very specific, and there may be a limited number of qualified candidates available. If you don’t move quickly, someone else could snap up your talent. In this instance, the typical retainer recruitment process may not work, and it’s best to go with a contingency plan.
Once started, the recruiter will help develop a plan to fill the open position, in conjunction with the client. The recruiter takes care of posting and reviewing resumes and may also do pre- and phone interviews. They will then present a list of anywhere from three to ten candidates for interviews or further vetting.
It should be noted that the recruiting company is paid even if the position is not filled. A retainer plan can take longer, as recruiters typically go through a rigorous vetting process using a specific methodology that has been set up with the client. If none of the initial candidates are hired, the process starts over again and continues until the role is filled.
How contingency recruiting works
With a contingency agreement, the recruiter only gets paid when a position is filled by their candidate. Essentially, the recruiter works for free until a candidate they’ve presented accepts the job. There is also no exclusive agreement, so talent can come from anywhere, including the client’s internal HR department, advertisements, direct applications, and even other recruiters. In fact, it is typical to see several competing recruiters working to fill the same job.
In a way, contingency recruiting is sort of a race to see who can cross the finish line first. The recruiter will seek to present the best candidates in the shortest amount of time. If there are only a few available candidates for a role, you can imagine the competition for the position might be fierce, so getting to the candidate first is vital.
When you are looking to fill critical roles within this industry, you need experts who have the knowledge and experience to find the best candidate. Whether you choose a contingency or retainer agreement, Mankuta | Gallagher has the experience you need to find the right candidate for your position, contact us today.
The time has come for HR departments to start thinking like a Major League Baseball scout. If you’re not constantly on the lookout for talent, your competition is going to scoop up the best candidates before you’re even aware they exist.
Talent pipelines 101
Just as an MLB manager can’t predict when his star pitcher might tear a ligament, you never know when you’re going to need to fill a position. Talent pipelines help you develop a bench deep enough to handle whatever the universe might throw at you – at least personnel-wise.
The idea of a talent pipeline is relatively accessible, however, in this case, it’s prudent to define a term by identifying what it’s not. Though often confused, talent pipelines are not exactly the same as talent pools or talent communities.
Talent pools are less active versions of their pipeline cousins. They’re essentially databases of candidates that can be organized based on details about the candidates.
Talent pipelines are considerably more detailed in their design. They involve long-term interest and relationship building with candidates – an extensive courting ritual that helps both parties determine if they’re a good match.
Why the talent pipeline approach is catching on
The prime benefit of engaging a talent pipeline is the acceleration of the hiring process. One of the reasons pipelines have become increasingly popular is that the process comprehensive recruiting domain that includes the following:
Candidate quality. When you’re in a hurry, there’s not much time to explore your options. Talent pipelines help you start with your short-list. Furthermore, you’re not depending on happenstance. Since you’ve already been prospecting, you’re not relying on the unlikely chance that the best person for the job just happens to be looking when you are.
The advantage of an expanded courtship. Top candidates have options– and, they’re probably already employed. While the prospect’s job is still to sell their value to you-you’re tasked with selling your company to them. Nurturing a talent pipeline helps candidates get to know you and your company – without pushing the hard sell.
An improved candidate experience. Talent pipelines can almost seem like social networks. The process of getting to know each other is more natural and comfortable. By the time a position opens up, they’re no longer just candidates, to a certain extent, they already feellike colleagues.
8 reasons to use a professional recruiter for your next hire
Hiring the right employees for your team is crucial to the success of any business. Beyond making sure candidates have the education and experience to do the job, it’s also important to find people who share your values and fit the company culture. Many companies handle the recruiting process in-house, but it may be time to consider hiring professional recruiters for this all-important task.
Here are 8 reasons why your company might need a professional recruiter
1. You might not have the expertise.
The ability to assess and hire job applicants is a real skill that takes a lot of time to develop. Not everyone has those skills. Even Human Resources personnel may not have the right experience to do the job effectively. Professional recruiters are individuals who have the experience and training to find great talent. It’s their only job, and they’ve spent years honing their skills, building contacts, and establishing networks among employees and employers alike.
2. You don’t have the in-house resources.
If you own a small company, you might not have the resources for a full-fledged recruiting effort. Hiring a new team member takes time and money. Do you have a dedicated Human Resources department or recruiting a team? If not, it means you or others on your staff will be pulled away from other duties in order to post job descriptions, sift through resumes and conduct interviews. In the end, it might make sense to hire a professional to handle the entire process for you.
3. You don’t have the latest recruiting technology.
The world of professional recruiting has seen a number of advancements over the years. New software can help track the status of applicants throughout the hiring process. Social media and video conferencing are just a few of the modern tools that should be employed to save time and resources throughout the hiring process, especially in the initial stages of the hiring process. If your company’s Human Resources department doesn’t have these resources, you’ll struggle to get the results you want.
4. There seems to be constant discord in the office.
Some degree of conflict among co-workers is common, but if it’s an ongoing problem, it could be a sign that you’re hiring the wrong people. Hiring is about more than job qualifications. It’s also about personalities and office culture and making sure the two mesh together. A professional recruiter will be able to access the personality, needs, and requirements of your company and find candidates that best fit your needs.
5. The candidates you’ve hired don’t seem to work out.
If you’re hiring talent only to find he or she isn’t thriving or contributing the way you’d hoped, it might be a result of your hiring process.
A study by Leadership IQ found that most new hires fail because of poor interpersonal skills, which were somehow missed in the interview process. The reasons behind the failure of new hires ranged from an inability to accept feedback and difficulty managing emotions to express a lack of motivation and desire.
Professional recruiters are trained to assess these types of “soft” skills, which go beyond simply having the right degree or job experience.
6. You have a hire turnover rate.
If you hire someone, only to have him or her quit within a year, it could be yet another sign that your hiring process is flawed. The goal is to hire people who are able to work well in your office environment and who will work towards helping your company reach its goals. Beyond a constant need to find new employees, a high turnover rate is bad for morale and results in lost productivity. It can also cost you a lot of money.
7. It takes you too long to hire.
If your recruitment process is too slow, you could end up losing your dream candidate. These days, top talent will not wait long before accepting another job offer. This is especially common when you don’t have a dedicated HR or recruiting team. Even if you have an in-house recruiter, your process might not be efficient enough to keep up with the demand for a fast hire.
8. You haven’t created a dynamic employer brand.
Successful companies attract top talent because they put effort into creating a strong employer brand. Employer branding works much like the branding of any product. It’s about communicating your goals, mission, and culture to employees in a way that makes themwant to work for you. Without an employer brand, there’s no way your HR department can answer the question of why a candidate should come work for you. If you haven’t taken the time to develop an employer brand – or you don’t understand how – a professional recruiter can help you create one.
Hiring the right talent will make a difference in the success of your company. If you want to find that perfect job candidate, think about hiring a professional recruiter. If you need help filling a critical role in your company, Mankuta Gallagher has the experience to help. Contact us today to get started.