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Friday, June 17, 2016
by julie
The Gig economy is the new approach to business structure and employment. Traditionally employees have a set schedule, received weekly/monthly salary and worked at their employer’s location. “Gigging” is dismantling the bindings on work expectations and allowing employees to set their own hours, availability and deliverables. The key factor that is driving the Gig economy is technology. The most visible applications are consumer applications (e.g. retail, banking, transportation); however the Gig momentum is embracing all businesses.
Companies are plagued with vacancies they want to fill and most often in critical areas like engineering, R&D, finance, technicians, software developers, and other roles requiring specific skills, knowledge, and experience. Bench strength does not exist in business other than large companies with robust talent development programs. So the majority of businesses need to be more resourceful and consider part time or contract resources and due to technology, not all of these need to be local or viewed as employees.
In 2014 about 34% of the workforce was freelance or contract (non-employee) workers and by 2017-2018 it is expected that 50% or more will be contract or freelance. The two biggest challenges have been the instability and pressure for freelancers to find work and the willingness for companies to consider contract resources rather than full time employees. The downturn in the economy in the 2008 to 2011 dismantled a lot of organizations and put talent on the street. Consulting or contract work was an alternative solution. Then advances in technology provided this available workforce to often work remote and contribute. In 2014 it is estimated that “non-employee” talent contributed $715 billion in earnings to the USA economy.
In 2016, over 93% of businesses have temporary, contract or part-time employees and view the “new workforce” as a key element to developing and running a successful business. Employees have been the key to most companies success and going forward it may be the combination of employees and non-employees that drive the success of business depending on whether you choose to “Gig or Not to Gig.”
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Wednesday, May 25, 2016
by julie
We are thrilled to share our most recent top ten recently completed searches!
Human Resources Director, Privately-held Manufacturer
CFO, PE Funded OEM
Senior Accountant, Healthcare Provider
IT Director, Privately-held OEM Distributor
Marketing Manager, PE Funded Technology Industry
Treasury Director, Global Communications Leader
Manufacturing Engineer, Security Products Manufacturer
Market Planning Manager, Consumer Products Distributor
Audit Manager, Regional CPA Firm
Distribution Manager, Global Sensors Industry
Some Fun Facts For Your Next Networking Event
Did You Know?
In last 46 years, US debt has grown from $1 trillion to $58 trillion?
USA consumes the most food per capita?
People unemployed for 15+ weeks is at 2.1% while national rate is now 4.9%?
A bay scallop may have up to 100 brilliant blue eyes?
Apple has more cash than the U.S. Treasury?
Denali National Park (Alaska) has six million acres?
A football coach is the highest paid public employee in over 50% of all states in USA?
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Tuesday, May 17, 2016
by julie
Companies want to hire and on-board more efficiently. The competition for talent has gained momentum over the last 18 months as unemployment decreases, companies expand, and the number of retirements increase. Neither the hiring companies nor the interviewing talent have a lot of available time to interview.
Initial interviews are often done over the phone with either a human resource professional or hiring authority. The goals of the phone interview are primarily to introduce the company and opportunity, gain an impression of the applicant’s soft skills, review employment history, and validate a few key requirements of the opportunity.
If all goes well, then the applicant is invited to visit the company and more often will have a group or panel interview. The reason most employers conduct group interviews is to save time and be more efficient. Panel interviews allow the hiring team to gather impressions all at once, eliminate the annoyance of answering the same question over and over, and provide better insight on the opportunity and culture.
From the candidate’s perspective, panel interviews can be intimidating and there are a few core tenants that will help this kind of format. Before you interview, ask the company to provide names and titles of people that you will meet and conduct research on each of the panel members to best understand the potential future relationship (e.g. superior, peer, subordinate). Think of experiences you can share and questions you might want to ask specific panel members.
Upon starting the interview, introduce yourself to each panel member. This will help to break the ice and establish a connection. While fielding questions, avoid staring at a single person, smile, and open your gaze to the others in the room. Even though you will be asked questions, be premeditated with examples of experience, knowledge, and abilities that showcase the appropriateness of your candidacy for the opportunity.
Not all panel members are equal. Everyone is looking at the role to be filled from a different perspective. The goal is to identify the core requirements of the role and the opportunities to make a contribution. The candidate that will be hired is someone the group feels will meet or exceed their expectations. Asking insightful questions shows interest in the opportunity and can lead to conversations and discussions that will allow you to illustrate past experiences and provide examples that relate to the role, panel members, and the opportunities to make a difference.
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Wednesday, April 6, 2016
by julie
To be competitive and progressive, companies need a workforce that is aligned with leadership and business practices, vision, and mission. This often breaks down when older practices and policies created by baby boomers are not aligned with a 70+% millennial workforce. According to Gallup, companies with an engaged workforce outperform competitors by over 200%.
Companies need to have a continuous engagement model that encourages and empowers employees to be innovative, goal driven, and successful. Here are some proactive suggestions:
Real-Time Recognition: 80+% of employees are motivated by recognition. This can come from leadership, peers, and direct reports. By providing real time feedback rather than exclusively annual reviews, employees can be encouraged to change, learn, adapt, and comply with company policies, programs, and processes. The velocity of communications enhances the effectiveness of messaging and recognition. Technology can provide mobile access to feedback and recognition.
Employee Sentiment Tracking: Disengagement is a key reason for turnover. Engaged employees are the cornerstone for success. Some companies do annual employee surveys; many companies do not survey at all. Neither is the solution because they do not detect problems or inconsistencies. Try mobile pulse surveys on a more frequent pace that allows anonymous feedback and utilizes technology to share results, secure suggestions, and encourage collaborative dialogue.
Real-Time Goal Setting: Highly engaged employees expect weekly feedback, performance measurement, and goal setting for the next week and short term deliverables. Tracking employee performance against expectations and business goals can be accomplished in person or via mobile applications. This is a discipline that leadership needs to adapt weekly or biweekly to ensure all parties are in alignment with goals and performance criteria.
Analyze Impact on Performance: Retaining and motivating engaged employees is a key to success. Analyzing workforce performance, providing continual feedback, identifying opportunities for improvement, welcoming suggestions for change, and recognizing achievements on a real time basis will create better alignment, improve retention, increase employee engagement, and drive performance.
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Tuesday, March 22, 2016
by julie
Image, body language and expressions are key messaging events during an interview on both the applicant and hiring authority side. The interview starts while you are waiting for the hiring authority. Receptionists are often asked about their observations. Be professional and exhibit a profile that portrays confidence and calmness.
First impressions are made within 3 minutes of the initial greeting. Three assessments happen quickly. You are measured on attire, posture and hand shake. Making a great entrance and first impression sets the stage. Body language is judged from head to toe. Attire should be conservative; cologne, perfume, jewelry and make-up should be minimized or nonexistent; hair must be well groomed; and shoes polished and stylish.
Whether sitting or standing, your posture projects a level of confidence and engagement in the conversation. If you slump, the interviewer will perceive a lack of confidence and interest. Sitting stiff as a rock implies nervousness and creates an uncomfortable situation for building rapport. Crossing your arms and legs may be interpreted as building a barrier. Sitting at the tip of the chair implies you don’t want to be there. Best sitting posture is straight and displaying your neck, chest and stomach area, a signal that you're open; leaning slightly forward at about a 10% angle sends the silent message that you are interested and involved; and adjusting at a slight angle and using arm movement is best way to emphasize talking points and show interest.
A handshake is an opportunity to establish rapport and positive chemistry. Practicing handshakes is suggested. Handshakes last about three seconds. Palms should be dry. Having an overly aggressive shake can be as offputting as the limp handshake. Never cover the other person's hand with the hand you're not shaking with because it will be interpreted as a sign of domination. Anticipate the handshake and make sure that if you are bringing anything to the interview, that your right hand remains available for the initial greeting and final good-by.
During the interview proper posture is important; proper eye contact and expressions are a differentiator. If the interviewer is talking, you want to be actively listening and that requires direct eye contact. Avoid staring aggressively by blinking at regular intervals and acknowledge comprehension or agreement by small nods. When speaking, hold eye contact for periods of about 10 seconds before looking away briefly and then re-establishing eye contact. Over-using direct eye contact when you are speaking can come across as challenging the interviewer.
Smiling, occasional laughter, and showing enthusiasm portray positive qualities that can make a difference. Frowning, showing signs of boredom, or raising your eyebrows will help shorted the interviewing process and often lead to a quick exit.
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