Bohan and Bradstreet

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Identifying Talent

Tuesday, February 9, 2016  by julie

The business world is evolving and so is recruiting of talent. Historically we decomposed roles into specific tasks and competencies. We assign personality traits and experience levels to each role because we value emotional intelligence more than core IQ. But today’s business world is increasingly more complex and changing so talent needs to be responsive, versatile, adaptive, intelligent and innovative. 

There are multiple factors that have altered the view on talent and the future of the employer. First is globalization. International markets are both a challenge and an opportunity to expand since emerging global markets can represent over 50% of revenue growth for many businesses. Second is demographics of last 25 years has seen multiple economic downturns and movement of manufacturing and business services offshore. This has created delayering and restructuring; therefore establishing a more “now” than a “future” view. There is a wealth of historic knowledge and experience that has or is retiring which in too many cases overshadowed building infrastructure, a reason why there is 27+% decline in young leaders. Third is the fact that over 75% of companies do not have a pipeline in place to meet the challenges and opportunities in today’s business world. 

Talent is scarce. Potential is more highly sought after than experience, and competencies. Key qualities that need to be evaluated can include motivation and determination to succeed; ability to digest new information and make insightful suggestions; having a need to know; openness to learn, change, and adapt; collaborative leadership style; ability to effectively communicate; and values that are aligned to the business model. 

The competition for talent is what drives our business as B&B partners with clients across diverse business functions and industries on the recruitment and retention of talent for mid-level to executive positions. 

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To Vacation Or Not.....

Tuesday, February 2, 2016  by julie

Companies can do more to foster a culture of well-being, according to a recent Deloitte survey.  Click here to see the whole study.

The survey found that roughly one in three respondents (33%) do not feel comfortable taking personal time off/vacation days.

 

deloitte


Moreover, nearly one-third (32%) say they’ve consistently placed work commitments over family/personal commitments and fewer than half (48%) say their organization as a whole values their life outside work.

“These findings should serve as a wake-up call to organizations looking to retain and attract talent,” says Mike Preston, chief talent officer at Deloitte LLP.

“Organizations are investing in more and more benefits and perks associated with well-being, like flexible work options and unlimited vacation days, aimed at winning the war for talent.

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What Makes a Good Leader at Work?

Thursday, January 28, 2016  by julie

 

The Bridge team at software-as-a-service company Instructure has recently announced the results of a study assessing what millennials and non-millennials value most in leadership at work. Click here to read the article, 

According to the results, both millennials and non-millennials have higher opinions of the leaders with whom they work most closely, indicating that face-time matters across generations.

Thirty-two percent of both millennials and non-millennials think their direct supervisor performs very well, as opposed to 23% for senior management and 18% for C-suite executives.

Additional survey findings include:

  • Millennials and non-millennials alike value trustworthiness the most in a manager, with 59% of millennials and 73% of non-millennials dubbing it the most important quality.
  • Millennials and non-millennials agree that managers are more effective in displaying industry knowledge and experience (42% say they are very effective) than they are at mentoring (25% say they are very effective) and utilizing all of employees’ talents and abilities at work (23% say they are very effective).
  • Millennials think leadership is less concerned about them. They also are less optimistic about the benefits of work. Only 23% of millennials strongly agree that management is concerned about them compared to 40% of non-millennials. Only 32% of millennials strongly agree that work is good for their mental health compared to 40% of non-millennials.
  • Millennials and non-millennials share a cohesive vision about how leadership will change by 2020. Employees feel managers will (1) Delegate more assignments (most likely), (2) Empower their teams more, (3) Master more technical skills, (4) Develop better teaching capabilities and (5) Develop better gender sensitivity (least likely).

The survey polled more than 1,000 employees across the United States to determine their attitudes about leadership, gender and training at work.

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What Makes a Good Leader at Work?

Thursday, January 21, 2016  by julie

The Bridge team at software-as-a-service company Instructure has recently announced the results of a study assessing what millennials and non-millennials value most in leadership at work. Click here for the report.

According to the results, both millennials and non-millennials have higher opinions of the leaders with whom they work most closely, indicating that face-time matters across generations.

Thirty-two percent of both millennials and non-millennials think their direct supervisor performs very well, as opposed to 23% for senior management and 18% for C-suite executives. 

Additional survey findings include:

  • Millennials and non-millennials alike value trustworthiness the most in a manager, with 59% of millennials and 73% of non-millennials dubbing it the most important quality.
  • Millennials and non-millennials agree that managers are more effective in displaying industry knowledge and experience (42% say they are very effective) than they are at mentoring (25% say they are very effective) and utilizing all of employees’ talents and abilities at work (23% say they are very effective).
  • Millennials think leadership is less concerned about them. They also are less optimistic about the benefits of work. Only 23% of millennials strongly agree that management is concerned about them compared to 40% of non-millennials. Only 32% of millennials strongly agree that work is good for their mental health compared to 40% of non-millennials.
  • Millennials and non-millennials share a cohesive vision about how leadership will change by 2020. Employees feel managers will (1) Delegate more assignments (most likely), (2) Empower their teams more, (3) Master more technical skills, (4) Develop better teaching capabilities and (5) Develop better gender sensitivity (least likely).

The survey polled more than 1,000 employees across the United States to determine their attitudes about leadership, gender and training at work

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Employment Trends January 2016

Tuesday, January 12, 2016  by julie

 

B&B completed senior staff to executive level searches in 56 companies (e.g. family-owned, PE funded, publicly traded, partnerships) locally and across the USA. We are thankful for making a difference on career progression and talent acquisition.

 

Examples of successful searches by B&B include:

Assistant Brand Manager, OTC Healthcare Product

Audit Manager, Regional CPA Firm

Business Intelligence Analyst, Investment Management

CAD-Senior Designer, Automotive Products

CFO, Metalworking Industry

CFO, Real Estate Conglomerate

COO, Chemical Products Distributor

Contract Manufacturing Director, Consumer Products Industry

Controller, Film Coating Industry

Corporate Controller, Pre-IPO Medical Products

Credit-Senior Manager, Capital Equipment Distributor

Demand Planning Manager, Nutritional Products Leader

Digital Marketing Director, B2C Home Products Supplier

Director Human Resources, Entertainment Products Leader

Divisional Controller, Architectural Hardware Industry

Engineering Team Leader, Aeronautics Components Manufacturer

ERP Project Manager, Engineered Products Industry

Executive Director, B2C/B2B Trade Association

Finance Director, Communications Products Industry

General Manager, Injection Molding Manufacturer

Global Rewards Director, Consumer Product Leader

Global Marketing Manager, Sensors & Motion Controls Leader

Human Resources Director, Packaging Industry

Information Technology Director, Communication Products Leader

Manufacturing-Senior Engineer, OEM Automotive Supplier

Network Administrator, Consumer Packaging Manufacturer

North American HR Director, High Technology Tools Industry

Quality Assurance Manager, Tier 1 Automotive Supplier

Quality Director, FDA Products Supplier

SEC Reporting Director, NYSE Fortune 1000 Corporation

Tax Compliance Manager, Global Chemical Manufacturer

Tax Manager, National CPA Firm

Trade Marketing Manager, Wellness Products Industry

VP Credit Officer, Commercial Bank

VP Finance, Consumer Products Distributor

VP Product Development, Healthcare Products

VP Supply Chain, Beverage Products Industry

 

Top Ten Hot Searches We Are Trying To Fill:

Assistant Controller, $500+M B2B industry/Danbury

Commercial Lender-Global, International financer/Rocky Hill

Communications Manager, Healthcare Services/Westport           

Controller, Privately-held distributor/Riverdale (NY)

Marketing Director, Real estate development/Norwalk

National Pricing Leader, Branded products/West Haven

Regulatory Affairs Specialist, Pharmaceutical products/Naugatuck

Robotics Engineer, World class manufacturer/North Haven

Tax Manager, Global industry/Farmington

Workforce Development Leader, Privately-held industry/Wolcott​

 

Know someone? Click here to see our job openings and current jobs.

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