Bohan and Bradstreet

Staffing Blog

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Attract Top Talent & Keep Them Engaged

Friday, July 13, 2018  by Bailey

Studies have found businesses that excel in talent management and recruitment achieve earnings of 15-20% higher than their peers. Recruitment can have a direct and very positive impact on revenue creation and profitability.

Here are some factors that are value-adding to the recruitment and performance process:

  • Measure if new hires meet expected performance levels and change recruiting and evaluation processes as needed; this requires evaluation of soft and hard skills as well as onboarding process and commitment of both company and recruit.
  • Identify best sources for hiring at various levels; engage those sources to be current with business evolution (i.e. promotions, new products/services, awards, expansion), best practices, culture, and other insight that supports reasons why talent would be attracted
  • Measure time to fill a position; validate internal vs. external supply chain challenges to expedite hiring process
  • Analyze characteristics of new employees that resign in first 100 days to best understand opportunities to improve recruitment and onboarding process.
  • Proactively review characteristics, behavior, and work history of talent that has added value to leverage future recruitment and evaluation processes.
  • Identify opportunities to reward performance; this can be pay-for-performance, special awards, promotions, recognition announcements, or time off. Top performers need to be acknowledged and recognized.

As a business partner, Bohan & Bradstreet proactively supports the recruitment of talent for our client companies through alignment of talent needs with candidate capabilities and expectations.

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It Must Be The Water

Friday, June 29, 2018  by julie

It Must Be the Water

Now in our 31st year of business, Bohan & Bradstreet has both a long term client base as well as many new customers ranging from entrepreneurial and private equity funded business to privately-held and publicly traded corporations.  We have always been busy with a diversity of searches; however, in the first six months of 2018, revenues are up 40% over last year.


#1 Hiring authorities appear to be more decisive. We adhere to quality over quantity on every search and the average number of candidates interviewing for searches that we have completed has dropped to 3.4 and the average number of interviews with a client before offer is down to 2.3… less number of candidates and interviews with hiring companies has increased the speed of the interviewing process and faster completion of searches.

#2 Candidates are impatient Candidates are looking for a variety of stimuli whether it is upside potential, employment stability, an empowering culture, rewarding benefits and/or acknowledgement for contributions. If current employment is not meeting expectations, then the attitude is to identify a better solution. 

#3 Clients are less tolerant: Companies are not willing to endure non-contributors, ineffective managers, and employees that cannot change or adapt. Competition and the demand of business is driving this. We have experienced an increase of confidential replacements where the client is looking to upgrade on talent. There is stiff competition for talent.

#4 No bench strength. There is a lot of organic growth. New products, markets, and channels. Acquisitions have increased whether private equity roll ups or companies trying to grab market share. Growth creates need for talent and most companies do not have bench strength so look to hire and promote.

At Bohan & Bradstreet, we are all drinking more water!

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Recent Completed Searches

Friday, June 15, 2018  by Bailey


2nd Quarter Completed Searches:

VP Finance for a $20+M multi-branch building services division that is expanding organically at 15+% annually and is looking to acquire competitors in southeastern USA.

Lead Accounting Manager for a global business that partners with medium to large corporations, universities, state governments, and investment firms on technology strategies and deployment.

Senior Accountant for a leading Regional CPA Firm.

Senior Marketing Manager for a fast-paced, nimble and expanding division of a global, multi-billion dollar company.

Senior Accounting Manager, Sales & Use for an international company with a significant reputation, established product ingenuity and a history of strong company performance.

Senior Accountant for make-to-contract manufacturing company that is headquartered in Connecticut.

Vice President & General Manager for a multi-site leader in machined components for global OEM customers such as GE, John Deere, Halliburton, Westinghouse, Dewalt and Caterpillar.

Human Resources Director for a profitable and expanding developer, manufacturer, and marketer of products used for commercial and consumer applications

President of Bank Capital for a global bank that has a boutique, entrepreneurial environment and is looking to scale beyond it’s over 2000 customers across multiple lines that it currently serves. 

VP Finance for a company whose parent is a global, PE backed, ranked #4 in their market niche worldwide, and has completed 10 acquisitions in USA over last 18 months.

VP Finance for $20M multi-branch building services division that is expanding organically at 15+% annually.

General Manager for a privately-held manufacturer of engineered products in the Hackensack-Teaneck area.

Project Manager for a B2B that manufacturers (internationally) and distributes business products over 80,000 customers in USA.

Process Engineer for a company whose investments in infrastructure on processes, training, and capital equipment have improved productivity, broadened technical capabilities, and attracted global customers.

VP Finance for a profitable and established multi-state B2B/B2C with recurring revenues.

Production Supervisor for a consumer products business which manufacturers and distributes to Big Box, regional retailers, & niche consumer markets.

Category Manager for an established global leader in the technical marketplace, offering more than 100,000 state-of-the-art products.

Regional Sales Director - Restaurant Solutions for an industry leader and global manufacturer who develops innovative technology/capital equipment that is utilized in the restaurant industry.

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Job Horizon for College Graduates

Friday, June 1, 2018  by Bailey

College students preparing for graduation and entering the job force are facing a marginal change in hiring trends from last year. According to NACE, (National Association of Colleges and Employers): “Employers plan to hire 1.3 percent fewer graduates from the Class of 2018 for U.S. positions than they did from the Class of 2017, according to results of NACE’s Job Outlook 2018 Spring Update survey.” However, internship opportunities are showing a slight upturn in hiring as well as those positions targeted for Master’s degree graduates.

Regardless of the numbers, college graduates should be realistic about their prospects and proactive in their approach to keep up with their competitors. USA Today College captures the quandary: “Why do recent college graduates and the companies that want to hire them keep missing each other on the career path? Simply put, career-ready grads don’t often know which job openings fit their skills, and employers don’t often hire for skill; they hire only for experience.”

To solidly set the foundation in your chosen career, marketing yourself and networking within the industry should be your first step. Internships or company management development programs are an excellent way to gain experience, get your foot in the door and make contacts. Hiring authorities are seeking go-getters who exhibit the ability to lead and good project management skills so if you can illustrate solid soft skills in your resume and interview, they will be more willing to hire, mentor and train you.

To learn more and read the full article, click the link:

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Employee Retension

Friday, May 18, 2018  by julie


Candidates who are actively looking are motivated by something. What causes their disengagement and prompts them to seek a new opportunity? The Dale Carnegie Training Institute points to two main factors contributing to employee disengagement:

1) Direct management - 80% of employees who were dissatisfied with their direct manager were disengaged.

2) Senior Leadership - 70% of employees who lacked confidence in the abilities of senior leadership were disengaged.

Further, according to statistics from TINYpulse, employees who described themselves as “chronically overworked and burned out” or those subject to micromanagement were more likely to think about looking for a new job. In addition, employees who disapproved of or did not fit the existing company culture were 15% more likely to be looking for a new job.

It seems that company culture and ineffective management are the predominent factors for employee disengagement which may cause them to look closely at other factors like growth potential. To retain employees, companies should consider open communication with clearly defined goals, team building, additional perks and a rewards program to improve the culture. Motivation comes from leadership exhibiting the standards and work ethic they expect from their employees.

While direct experience and pertinent skills are more easily matched for our clients, it is the company culture and finding the right fit that is at the forefront of B&B's approach to talent search. 


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Get insight into executive recruiting philosophies and strategies, business trends, career coaching, and best practices from the B&B team.

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