Bohan and Bradstreet

Career Search

Staffing Blog

«  previous  |  2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30  |  next  »Displaying posts 1 – 5 of 148 


Year End Career Evaluation

Friday, December 7, 2018  by julie

 

At the end of the year, you should evaluate contributions made, skills developed, knowledge gained, and career options. Many career driven professionals create scorecards that can support career planning, measure personal development, and identify opportunities for improvement. Being aware of career options, whether with current employer or externally, is more prevalent as the economy moves forward and the need for talent increases.

Here are a few key factors to consider:

Business Model: Do you align well with the business? There are a lot of business models and as companies mature, models change and evolve. Many vertical manufacturers now outsource segments of manufacturing, therefore have moved from production to more of an assembly and supply chain model. Companies that were more R&D focused have become commercialized; others have become more decentralized, matrixed or global. Validate that your knowledge and skills align well with current business model and pending changes. Talent needs to adjust and contribute to move forward and achieve career aspirations.

Culture: Do you align with the existing culture? There are multiple obstacles in life and being employed in a culture that encourages and supports your development is critical for career progression. Leadership: Since 2007, many businesses have had significant change in leadership due to ups and downs in the economy, acquisitions, retirements, reorganizations, technology shifts, and markets served. Regardless of size and type of business, leadership needs to be measured and is second in importance for career development behind culture and engagement.

Value of Function: Not all functions are valued the same in every company. Is the value of your function and role aligned to your career goals? Functions (e.g. engineering, marketing, quality) fall into three categories: strategic, tactical, or required. Strategic is influencing the current business model and future events. Tactical is supporting current operations as well as evolution and change. Required is supportive, protective, and necessary but rarely value adding. Some companies view IT as a strategic component while others view IT as a required resource or a process for tactical delivery.

facebooktwitterLinkedInStumbleUpon top Top


Measuring Leadership During 4th Quarter

Friday, November 16, 2018  by julie

 

The 4th quarter is when the yearlong numbers become real and leadership becomes accountable. It is the quarter that has the most expense cuts and reductions in employment. 4th quarter is when annual planning is completed, leadership is measured, and talent deployment is strategized for the upcoming year. It is the quarter for decisions to ensure the next year will meet or exceed expectations. The pressure on leadership is increasing due to retirements and job changes, but the majority is forced resignations due to inability to meet expectations and move the company forward successfully in this competitive global economy. Not everyone is a natural leader and the lure to increase visibility, gain power, and be rewarded is enticing and a confidence builder. The most common reasons why leaders fail are: (1) become self­serving and do not support their team; (2) will not delegate tasks to develop learning (become stressed out with work overload and create turnover of staff); (3) stop directing people forward; (4) become too political or arrogant; (5) become resistant to change and cannot adapt their style to a new environment (more reactive than proactive); and/or (6) do not communicate well with external and internal stakeholders. The challenge for most organizations is how do you go about finding the right leader for the right job at the right time? This requires planning and setting realistic expectations. First step is to define the search criteria. Sounds simple; however, B & B has found that 70+% of all exempt searches are altered from initial scope because hiring authorities are too inwardly focused and subconsciously not aligned with the goals of the role and the needs of the Job opportunities business. B & B partners with clients to create a complete and detailed description of core responsibilities, definition of opportunities to contribute, reporting structure, resources, client/candidate expectations, hard and soft skill requirements, and compensation. Before starting the search we want to make sure all parties have strategically evaluated the search and defined the interview process. The second step is to determine specific examples of workplace behavior and experiences that candidates should possess. B & B partners with clients to define and assess the technical and soft skills, knowledge, and business experience required for hiring talent. B & B will assist in creating a search scorecard to align all the decision makers, ensure the evaluation and selection process, and facilitate hiring to secure the right talent.

facebooktwitterLinkedInStumbleUpon top Top


30 Recently Completed Searches

Friday, October 26, 2018  by julie

Since 2017, B&B has placed candidates with 100+ companies, at 40+ business sectors, & in 15+ states. We averaged 42 calendar days from signed search agreement to candidate signed acceptance. 71% of our placements (150+ placements) were completed by submitting 3 candidates or less to our clients.

30 Recently Completed Searches:

Chief Financial Officer for a privately-held retailer, wholesaler, and ecommerce marketer

Application Engineer for an automotive flow controls manufacturer

Chief Executive Officer of a non-profit healthcare organization

Assistant General Manager with a national transportation company

VP Finance for a privately-held manufacturer of X-ray imaging and irradiation systems

Mechanical Engineer in a manufacturer of tape and dispenser products

Tax Manager with regional CPA firm

Human Resources Director in a North American B2B services corporation

Business Development Director for a global manufacturer of healthcare products

EVP, General Counsel with a global bank

VP Finance & Administration for a privately-held manufacturer and NDT service

Senior Associate with a national CPA firm

ERP Project Analyst with a PE financed national distributor of office products

COO/CFO for an emerging digital health company

Assembly Manager with a capital equipment industry.

VP Quality Assurance in a PE backed contract manufacturer of molded products

Chief Financial Officer for a privately-held manufacturer of skincare products

District Sales Manager of microscopes and measuring systems

Senior Credit Analyst with a regional bank

Materials Manager in a global automotive products manufacturer

Chief Financial Officer in a PE funded manufacturer of water management products

VP HR Transformation with a global bank

Business Development Leader with a PE funded precision products manufacturer

VP Finance with a PE backed, multi-state building services company

Senior Marketing Director with a global nutritional products industry

President of the capital financial division of a global bank

Process Engineer for a manufacturer of advanced material solutions

General Manager for a privately-held manufacturer of self-sealing fasteners

Production Supervisor in a privately-held consumer products manufacturer

Customer Support Director in a national business products industry

 

facebooktwitterLinkedInStumbleUpon top Top


Thank you for the Referral

Friday, October 5, 2018  by julie

B&B has had the pleasure of partnering with some clients for 10-20 years. The relationships built over time allow us to watch our client companies evolve and our placed candidates thrive ands prosper. Equally as pleasing is the introduction to new clients through referrals. The following are a few of the new clients B&B has gained in recent months and we look forward to securing top talent for each:

1)     Publicly-traded, biotechnology company whose product pipeline is maturing toward commercial stages and it just opened a new state-of-the-art manufacturing facility in the Midwest. The company added several key executives to its leadership team and Board in 2018 and they are looking to grow headcount by over 50% in the next 12 months.

2)     Regional, well established public accounting firm with multiple locations that is looking to hire promotable CPAs with partner upside.    

3)     Healthcare product manufacturer has introduced new products, increased revenues, reinvested in their infrastructure, expanded into global markets, and more than doubled EBITDA in the last 3 years. The CEO is looking for a hands-on business partner to lead manufacturing and warehousing functions.

4)     Expanding professional services firm with global and Fortune 500 clients. The business has organically grown and reinvests in their infrastructure. The leadership wants to fortify succession planning and add a key executive to partner on strategy and growth opportunities, ensure governance of core values, and be a hands-on leader for all financial, HR, IT, and business administration functions.

5)     Innovative biomedical research and clinical care start-up, pursuing drug approvals in the EU and US is looking to add to a collaborative, global team that operates in an open culture, and is focused on developing solutions to previously unmet patient needs.

 

facebooktwitterLinkedInStumbleUpon top Top


Identifying Solutions

Friday, September 28, 2018  by julie

 

To find talented candidates that deliver, B&B delves deep into understanding the company structure and short/long term goals. B&B wants our candidates to have opportunities to succeed and also for our clients to achieve their goals with the talent acquisition. Therefore, our initial discussions can change the scope of the search. Here is an example:

SITUATION - The business model for a Connecticut OEM had shifted from a vertical manufacturer to more reliance on contract manufacturing and assembly operation with a more demanding supply chain element. Information systems and technology were underutilized and dated. 

ACTIONS - The CEO and CFO initiated a call to B&B to potentially recruit a Project Manager to work for the IT Director. B&B led discussions with the executive team, including the IT Director, to best understand recent evolution, organization structure, business model, personnel, current processes, needs, challenges, and goals. The conversation was interactive, candid and open. The Company viewed IT as under producing rather than as a strategic resource to partner on business evolution. B&B was offered the exclusive to search for a Systems Manager and turned it down. B&B reached out to the CEO and made the recommendation that the biggest road block to success was the IT Director and if IT was to be a true business partner, then new leadership was required.  After this conversation, we were retained to source a new IT Director.

RESULTS - B&B established a search process with milestones of delivery; identified and introduced four highly qualified candidates; and had a new IT Director aboard within 90 days. The end result is a more interactive IT function that is providing value-based intelligence to both internal and external customers, and active participants in the business planning process. 

facebooktwitterLinkedInStumbleUpon top Top


«  previous  |  2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30  |  next  »Displaying posts 1 – 5 of 148 

RSS Feed RSS