Bohan and Bradstreet

Staffing Blog

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Recent Placements

Friday, May 8, 2020  by Bailey

Recently Completed Searches:

Supply Chain Manager, Plastic Injection Molding Manufacturer

VP Finance, PE Funded Building Services Company

Human Resources Director, Private Equity Owned Roll-Up

Process Engineering Leader, Specialty Chemicals Industry

Financial Planning & Analysis Manager, Venture Capital Funded Roll Up

Project Manager, Civil Engineering Firm

National Sales Training Manager, Medical Device Innovator

Corporate Controller, Private Equity Backed Manufacturer

Global Product Manager, Adhesives Industry

Manufacturing Director, Design-to-Order Manufacturer

CEO, Government Agency Program Leader

Management Consultant, Global Management Consulting Firm

Chief Information Officer, Global Bank

Supply Chain Director, Regional Utility

Senior Manager, Technical Accounting, NASDAQ Technology Company

Senior Brand Manager, Global Consumer Products Company

Quality Manager, Medical Devices Manufacturer

Designer/Drafter, Packaging Manufacturer

Commercial Lender, Global Financial Services

Chief Banking Officer, Global Bank

Manager SOX Compliance, Global Technology Manufacturer

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Leadership Assessment

Friday, April 10, 2020  by Bailey

 

There are a lot of different business models: centralized, decentralized, matrix, and virtual. There is the balance of in-house capabilities and outsourced venues. Leadership of people is critical to the success of the business and attainment of goals. Whether you are up for promotion, having a performance review or evaluating new employment, here are five key personality traits that superiors or new employers will be evaluating.

Honest & Integrity….having the respect of subordinates, peers and superior is critical for a leader, especially if you are impacting change, making decisions and driving the evolution of the business.

Delegation & Building Trust….a strong leader is an efficient delegator who enables subordinates, influences their growth, and facilitates teamwork. It is like an orchestra leader who can harmonize the musicians rather than having each playing their own tune.

Appreciation….showing gratitude leads to higher self-esteem and better results. Employees and business partners want to be recognized for their efforts and contributions. They want to be appreciated and valued. A pat on the back or a simple “Thank you” goes a long way.

Effective Communication….whether working with internal or external customers, subordinates, peers or superiors, be yourself and let your audience know who you are, where you are coming from, and what value you can bring to the conversation. Be authentic and visible.  Texts and emails can be misinterpreted. Learn to be a good listener to best understand another’s perspective and knowledge.

Being Influential….Leaders define the direction of the business and need to convince others of the need to change and evolve. This requires a logical and emotional approach that will yield cooperation, directions, and trust.

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Too Many Employers?

Monday, March 30, 2020  by Bailey

 

When interviewing, the last 5-7 years is the most critical time period relevant to your next employer. The knowledge, experiences, and skills recently developed should be quickly adaptable and contribute to the success of meeting or exceeding expectations. Part of that value is dedication, employment stability and the advancement of responsibilities within a specific employer.

The days of 20-30-40 years with one employer are rare. According to the Bureau of Labor Statistics, the average number of employers in a lifetime is 10 to 12 and growing. Average tenure was 4.3 years for males and less for females. There are a lot of reasons that create change and here are just a few: blocked for advancement; reorganization; company was acquired or closed; better work/life balance; relocation; higher compensation; lack of recognitions; superior challenges; outsourcing; economic downturn; and changing career direction.

We can rationalize reasons for change whether self-motivated or not. The challenge is when you go on an interview and the hiring executive asks “Why have you had so many employers over the last X years?

This a negative question and the astute candidate will have prepared a positive answer. Trying to defend reasons for moving from one employer to another is not worth more than 10-15 seconds of explanation. What the hiring executive is trying to determine is your potential loyalty (no company likes turnover), how you make decisions about your next employer; and what motivates you to stay with an employer. Here are a few items to consider in your response.

  • Reassure your audience that you are looking for an opportunity to contribute, gain additional experience, learn new skills, and make a difference. If that was true with your most recent employers and things changed, admit it.
  • Emphasize that you do not like to change employers and are looking for a long term solution.
  • Remember what the core requirements are for the role you are interviewing for and emphasize knowledge and experiences relatable to those requirements.
  • Provide examples where you have added value and contributed.

Bottom line….do not defend your response….use this as an opportunity to promote your candidacy.

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Projects Completed in Under 30 Days

Monday, March 16, 2020  by Bailey

Through a referral a new client approached us to provide solutions within their corporate accounting department at a time when the company is rapidly expanding due to acquisitions. This company is a privately owned enterprise trading on a global basis, supplying precision machined components, fabrications and assemblies to leading OEM’s in the aerospace, defense, marine, power generation and nuclear markets. With manufacturing operations in the UK and USA, Their revenues have grown 4 fold since 2015. Bohan & Bradstreet was tasked to search for a Financial Planning and Analysis Manager that would report to the CFO and interface directly with leadership and all operations. In addition, B&B would seek to fill a Corporate Controller role which would oversee all accounting functions within a decentralized business model with Plant Controllers at each site. The Corporate Controller would be mentored by the current CFO who is planning retirement within 4 years so it is an ideal position for career growth. Within one week of the initial call from the client, B&B presented 3 qualified talented candidates for each role and all were interviewed by the client. Both roles had offers from the client within 2 weeks. Our candidates accepted and begin their new positions within 1 month from beginning the searches. The B&B difference is how our team can thoroughly grasp the business model and future goals of the company while streamlining the hiring process. Our search is not for the bullseye candidate that can perform the duties, rather it is the person who can add value over the long term and grow with the company.  

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Make The Hire Count

Friday, February 28, 2020  by julie

Every business has a uniqueness due to culture, organization structure, tenets, practices, and goals. Competition is everywhere, opportunities for growth abound, challenges are multiple, and technology is forever changing. A key to business success is improving productivity with less effort and resources. People are the backbone of all organizations and bad hires cost a business financially, productively, and emotionally. Roles do not always have equal value in parallel businesses. There are three levels of value with a lot of degrees of separation: strategic, tactical, and maintenance. Competition for talent has increased and hiring effectively means both correctly and quickly.

Here are a few suggestions when recruiting, evaluating, and hiring a new employee:

Identify a small team of decision makers: Less people involved is quicker and more efficient. Often companies preach being proactive, forward thinking, and customer focused and then effuse a hiring process that is cumbersome and too lengthy.

Develop a time line: Assume that the best candidates are being recruited by other companies and will not be available for long. Best practices means being efficient. Establish a time line for first and second interviews to move through the evaluation process as quickly as possible. Try avoiding more than a 2 step process. This is a positive message to all parties. 

Create a scorecard: The hiring team must all be on the same page regarding responsibilities, value of role, ability to contribute, and first year expectations. Go beyond the job description and create a score sheet of core competencies that include knowledge, experience, and soft skills that are essential. Not all items on the score sheet are equal. Identify how the team is going to evaluate items on the score card. Meet after interview and discuss scoring.

Ask interesting questions: Behavioral interview is quite common and viewed to be 50­60% predictive of future performance. Be premeditated and create questions that are aligned to the score card. Ensure that hard and soft skills, knowledge, experience, and acumen are appropriately evaluated. Believe it or not, there are hiring authorities that do not ask questions, end up talking too much, and then wonder why the new hire did not meet expectations.

Be prepared to sell: All candidates need to feel positive following the interview process even if they are not the candidate of choice. If a candidate warrants future interest, leadership needs to sell the opportunity, culture, synergies, business future and any other positive insight. This is the “pull” factor and essential to securing talent.

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