Bohan and Bradstreet

Staffing Blog

«  previous  |  1 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 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59  |  next  »Displaying posts 271 – 275 of 294 

Celebrating 27 Years of Successful Professional Search & Recruitment

Tuesday, April 15, 2014  by julie

We just celebrated 27 years of successful professional search recruitment! Check out our approach and we know it works.

facebooktwitterLinkedInStumbleUpon top Top

New B & B Fun Fact

Tuesday, April 8, 2014  by julie

We were recently selected to lead three Chief Financial Officer (CFO) executive searches; one with a private-held consumer products company located in Connecticut, one with a privately-held global manufacturer of industrial products located in Connecticut, and one with a private-equity infused precision machine component manufacturer located in Illinois.  Our team presented to the board of directors for each company and consulted on competitive compensation, an insightful interviewing process, and efficiencies on the search and selection process, including the development of a scorecard to measure each prospective candidate.  

In 2013, we averaged 42 calendar days to complete a senior staff/executive level search (signed client contract date to candidate acceptance date); 68% of our placements in 2013 were for executive level searches (base salary greater than $100,000).  Our process is very consultative and comprehensive.  The better we know the client, the more efficient we can complete the search.

Since the start of 2014, we have been selected to support senior staff and executive searches with 7 companies that we have not worked with in our 27 year history.  How can we help your company meet business goals?

When reviewing our 2012 and 2013 senior staff to executive level placements, 36% were in the Accounting and Finance discipline, 21% in the Marketing and Sales discipline, 19% in the Engineering, Operations, and Supply Chain discipline, 14% in the Information Systems/Technology discipline, and 10% in the Human Resources discipline.   Our consultants bring over 150 years of applied business experience in multiple functional disciplines and business sectors; they average 18 years of applied business experience prior to joining B&B.  How can we help you and/or your company meet personal or business goals?

—In an independent customer satisfaction survey (Open Ratings – Past Performance Evaluation Survey (Dun & Bradstreet Company), we ranked top quintile when compared to other national search firms. Click here to read more.


facebooktwitterLinkedInStumbleUpon top Top

Talent Management

Wednesday, April 2, 2014  by julie

A key challenge for any company is finding and keeping employees who make an impact. It is imperative for a company to have a well-through talent management process in place. One approach may to designate talent into categories like “High Potential”, “Promotable”, and “Key/Expert Resource”. 

Below are some suggested definitions.

High Potential
Individuals with a history of exceptional/highly effective performance andthe potential and aspiration to move to considerably more complex leadership positions within accelerated timeframes.

Individuals with a history of exceptional/highly effective performance, who have the ability for advancement,but may not have the same career projection as a High Potential.

Key/Expert Resource
Individuals with a history of exceptional/highly effective performance with subject-matter expertise of great value to the organization. Not likely to move to more senior leadership positions outside of their current function or business.

When evaluating talent, we suggest the categories be based on the following core components:

  • Cognitive Skills
    • Conceptual or strategic thinking
    • Intellect, cognitive ability
    • Ability to deal with complexity/ambiguity
  • Personality
    • Interpersonal skills, sociability
    • Dominance
    • Maturity/stability/resilience
    • Character/integrity/authenticity
    • Courage
  • Learning Agility
    • Adaptability, flexibility and nimbleness
    • Learning orientation
    • Self-awareness
    • Openness to feedback
  • Motivation
    • Drive, energy and engagement
    • Aspiration, ambition and an organizational commitment
    • Results orientation, appropriate risk-taking
  • Leadership Skills
    • Leadership capabilities, inspiring passion, managing and empowering people
    • Building a talented team, developing others
    • Influencing, challenging the status quo, change management
  • Performance
    • Track record of exceeding performance expectations
    • Leadership experiences

Succession planning is critical in today’s business environment. You should be ‘ahead of the curve’ so your talent bench is healthy and robust, and in place to support your business objectives. 

facebooktwitterLinkedInStumbleUpon top Top

New B&B Facts and Stats

Wednesday, March 26, 2014  by julie

Facts and Stats
Our philosophy is to go beyond the search process.  We serve as a consultative business partner to our clients and a strategic advisor to our candidates.

  • Our consultants average 15+ years of applied business experience prior to joining B&B.
  • In the last 2 years, we had placements at 100+ companies, 40+ business sectors, and in 15+ states. We have a national footprint. 
  • In the last 2 years, 36% of our placements were in the Accounting and Finance discipline, 21% in Marketing and Sales, 19% in Engineering, Operations, and Supply Chain, 14% in Information Systems/Technology, and 10% in Human Resources. We serve multiple disciplines. 
  • In 2013, we averaged 42 calendar days to complete a senior staff/executive level search (signed client contract date to candidate acceptance date).
  • In 2013, 45% of our placements had a base salary of $100,000 or greater. 
  • In the last 90 days, 57% of our placements were with publically-traded companies, 24% with private-equity financed companies, and 19% with privately-held companies. 
  • In the last 90 days, we completed 2 c-level executives searches and are currently working on 3 c-level searches across multiple states.
  • Since 1/1/14, we have 14 new clients. How can we help you? 

facebooktwitterLinkedInStumbleUpon top Top

B&B Employment Trends

Tuesday, March 18, 2014  by julie

B & B Difference:
A Partner in a Connecticut based law firm contacted B&B regarding a challenge in a privately-held business. The CEO of the niche manufacturer was experiencing rising revenues but decreasing profitability due to quality and productivity issues that were increasing expenses and impacting on time delivery.

B&B met with the President to learn about the history and evolution of the business, current organization structure, and the order management and production flow process. B&B asked a lot of questions that provided insight on procurement of commodity based materials, product development, quality issues, run rates, manufacturing capacity, open orders on the floor, bottlenecks, grading of leadership, systems integrity, metrics management, impact on margins, expectations of key customers, supply chain, culture, demand planning, S&OP, and so forth.

Business model had changed since the down turn in the economy but current leadership for manufacturing and supply chain had not adjusted to those changes. Quality issues were directly associated with production and demand planning inefficiencies. Revenues were growing but business valuation was suffering and profits were declining. B&B recommended a change in leadership for a new Director of Operations and was engaged. B&B partnered with the CEO to define criteria, short term goals of the role and the evaluation process. B&B researched, evaluated, and presented four candidates that met all the criteria and partnered with the CEO on the selection process. Total search process took 28 business days. New Manufacturing Director was able to streamline productivity, eliminate nagging quality issues, and improve on-time deliveries to 97% within a six month period.

Overhauling Culture: 
Positive cultures drive profit and employees who fit that culture outperform those who don't. Modifying or changing a culture becomes an art form that can be disruptive but necessary. Key factors are (1) the resiliency of employees to bounce back from negative emotional encounters as change evolves; (2) leadership with strong change and project management skills that can influence and persuade on the need for change; (3) ability to unlearn and accept new ideas and processes; (4) the willingness to challenge the status quo and accept innovation; and (5) manage uncertainty until change is accepted.


facebooktwitterLinkedInStumbleUpon top Top

«  previous  |  1 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 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59  |  next  »Displaying posts 271 – 275 of 294 

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

Recent Posts