Bohan and Bradstreet

Staffing Blog

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Featured Talent

Thursday, February 27, 2014  by julie

Companies committed to growth understand that people provide the real advantage. There are direct correlations between talent and success.

Senior Auditor

  • Certified Internal Auditor (CIA) and Certified Financial Services Auditor (CFSA). MBA in Finance and Operation Science.
  • Has conducted 75+ financial and operation audit engagements to date across the globe; performed tests of controls, process review, substantive testing of transactions and balances.
  • Performs international audits including plants audit in Asia-Pacific, Europe, North America, and South America.

Learn more about this person at

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Bohan & Bradstreet Case Study

Friday, February 14, 2014  by julie

SITUATION - A privately-held company is looking to grow annual revenues from $15+ million to $50+ million within 4 years. The company's growth would come from building capabilities to 'own' more of the value stream within its industry.  The company needed to acquire talent to support this rapid growth organically and through acquisition, and to build a scalable infrastructure that optimized business operations.

ACTIONS - B&B conducted several on-site meetings with the existing leadership team.  In these sessions, B&B documented existing operations (revenue channels, go-to-market strategy, business development activities, manufacturing processes, technology and reporting infrastructure, and much more) and outlined the downstream business model to meet growth objectives.  As part of these discussions, the organization structure and design was developed, inclusive of talent acquisition and development needs.  

RESULTS - B&B was contracted to acquire 3 key leaders to support this business evolution.  The first priority was placed on hiring a new VP of Manufacturing.  B&B identified, evaluated, and presented several candidates within two weeks of the search start date (12/06/13).  After completing four rounds of interviews, a new VP of Manufacturing was hired on 1/30/14.  B&B has just initiated the process to identify the second key leader.  

This case study proves our process works. 

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How To Get Executive Level Positions

Thursday, February 6, 2014  by julie

Here at Bohan and Bradstreet, we have developed many relationships over the last 27 years to fill the most senior and executive level positions for many companies in Connecticut and other states. It is important to us not only to develop relationships with the companies we recruit  for, we also want to get to you, our job seekers. Like with most relationships, building good ones can take time and it is never too early to get to know us and our process. Here are some tips:

Send someone our way and we are sure to pay it forward. Not only are you helping out a friend, when the time comes for you we will remember you thought of us. Referrals are one of the largest sources for our leads.

Honesty is the best policy:
Remember that we have the ability to do very thorough background checks. Don’t exaggerate or worse lie about your credentials, it can really damage your reputation in the long run. We want to get to know the real you so we can make sure you are the right fit for the jobs we fill.

Be Ready:
We all have bad days at the office. Before you take the leap and reach out to us to make sure you are really ready and committed to wanting to change jobs. We want your experience with us to be a successful one.

Set Limits:
Let us know from the beginning if there are certain industries, employers or geographic areas that are off limits. This way we can deliver exactly what you are looking for.

When thinking about changing jobs right off the bat think about those references and make sure they are strong ones. They help us get to know you better and often references tell us great attributes and qualities about you that you may not have thought to include in your resume.

Don’t be afraid to ask questions:
Ask away about the company, the culture, the requirements, again we want to make sure you will be happy in your new position.

Ready to take the leap? Get in touch with us

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CT Economy: Better, Still Not Good

Monday, July 8, 2013  by Ed Bradstreet

Connecticut's economy started taking bigger strides forward in the first half of 2013, but a robust statewide recovery is unlikely for the second half of the year, economists say, as employers remain cautious about adding to their workforce. "We are on a modestly positive track from what had been an extremely disappointing and subpar recovery," said Peter Gioia, vice president and economist for the Connecticut Business & Industry Association. "We are going to see the economy strengthen in the fall and perhaps strengthen in a real fashion in 2014."

While better than 2012, key economic indicators from the first half of 2013 such as new housing starts, employment levels, and state gross domestic product still aren't to the point where economists feel Connecticut is on the verge of an economic boom. Employment levels at the end of May, for example, reached their highest levels since February 2009, with 1.65 million residents actively in the workforce. Key industries like manufacturing and finance, however, are still trending downward, which is holding back the state's recovery, Lanza said. Employment in those sectors must gain steam if the state wants a rosier economic outlook, economists say.


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Candidate Coaching Corner – Personality Assessments

Monday, July 1, 2013  by Ed Bradstreet

According to research by Kenexa, over the past decade personality measures have increased in popularity as predictors of performance. There are many reasons for this, including the emergence of the five-factor framework, research showing personality measures can have very useful levels of validity, and the tendency for such measures to demonstrate less adverse impact than measures of cognitive ability.   Many of Bohan & Bradstreet’s clients subscribe to a personality assessment as part of the evaluation process.  The Predictive Index (PI) is a tool widely used in the talent acquisition and management process.  The PI is a scientifically validated behavioral assessment that accurately predicts workplace behavior.  The PI has helped organizations to understand what drives individual and team behavior in the workplace. This insight into employee behavior enables companies to make balanced decisions in the areas of talent acquisition, talent development, change management and growth strategies.  The PI combined with the PRO (Performance Requirement Options), which helps managers identify the specific behavioral drivers that are critically necessary to perform a job well, provides a customized target profile for a specific role.

With this increased use of personality assessments as part of talent management strategies, there have been concerns about the “fakability” of personality inventories. Specifically, because most personality inventories are relatively transparent, concerns have been raised about the extent to which job applicants answer them honestly. Whether conscious or not, research suggests applicants are motivated to present the image most likely to be viewed positively by decision makers. Incumbents, who already have the job and who may be responding under “research-only” instructions, have less motivation to attempt to manage the impressions they make. The result of this “test-taker motivation” may well be exaggerated levels of conscientiousness, agreeableness and extraversion for many applicants.

When taking a personality assessment, it is critical you are honest and self-reflected; having said that, you should not be modest when taking this assessment.

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