Staffing Blog

---

Defining the Bull’s-Eye

Monday, March 18, 2019  by Bailey

For over 30 years, Bohan & Bradstreet (B&B) has been the external HR business partner to executives of emerging to mid-size businesses on the attraction of talent. Companies range from start-ups and family-owned companies to private equity funded and publicly-traded subsidiaries and acquisitions. We have seen it all including confidential replacements, additions, upgrades, promotions, change in operations, and newly created roles to growth and expansion.

The key is identifying the bull’s-eye for each search and that is a combination of hard and soft skills, business background, and critical differentials. B&B partners to define realistic expectations for all components including role responsibilities, short term goals, key soft skills, compensation, how to assess the candidate(s), and interviewing and selection process.

Once all parties are in agreement, the following happens:

• CEO of privately-held manufacturer of engineered products hired a VP Operations in less than 4 weeks….B&B teamed to define role, opportunities for improvement, compensation, soft skills, requirements and preferences…..CEO interviewed one candidate, made offer, and had an acceptance  

• Board of non-profit organization sought a new Managing Director to attract funding and expand operations and services….Board had never done this before….B&B partnered on role description, scorecard, compensation, soft skills, leadership style, key criteria, and pluses….Board interviewed three applicants, made an offer, and had an acceptance within 6 weeks

• CFO of private-equity funded roll-up needed to add two senior level financial professionals, one for corporate accounting and treasury; the other for financial planning, analysis, and process improvements….no job descriptions existed….B&B defined role, goals, reporting structure, compensation, soft skills, and evaluation process….CFO interview two candidates and hired both within 4 weeks of initiating the searches

• Owner of privately-held manufacturer of electro-mechanical products had a long term General Manager who was not meeting expectations….B&B teamed with owner and Board to identify all parameters, interviewing strategy, and search milestones to meet goals and expectations….owner interviewed three candidates, made an offer, and on-boarded new GM within 7 weeks.

• Emerging biotechnology company was ready to start the commercialization phase and needed to hire a COO/CFO to raise additional capital and lead all business administration functions….B&B met with CEO and angel investors to define goals and requirements, create a compensation program, and define search deliverables….CEO interviewed three applicants and hired the 1^st candidate within 5 weeks of starting the search.

Top

---

Jobs, Jobs & More Jobs

Friday, March 15, 2019  by julie

B&B is consistently adding new opportunities on our website in Accounting, Engineering, Finance, General Management, Human Resources, Marketing, Operations, Risk Management, Sales, and Technology. As such, we were not surprised with the latest news from Indeed regarding their annual top 25 jobs report.

Top

---

Employee Communications & Recognition

Wednesday, March 13, 2019  by Bailey

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:

Real­Time 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. Those who conduct surveys on a more frequent pace that allows anonymous feedback and utilizes technology to share results, secure suggestions, and encourage collaborative dialogue.

Real­Time 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.

Top

---

Professional Relationships

Monday, March 11, 2019  by Bailey

 

According to Linkedin:

• The #1 way people discover a new job is through a referral
• The #1 reason people change jobs is career opportunity
• Companies can expand their talent pool by 10x by recruiting through their employees’ networks.

 

Networking is not about quantity. Useful networks are a culmination of building strong relationships. The vast majority of placed candidates are not actively seeking new employment but most are willing to listen when it comes to new opportunity that aligns with their career path. Maintaining a strong network also benefits companies because the give and take occurring within the network can lead to new business leads and broaden the scope of potential partnerships. Since 1987, Bohan & Bradstreet has cultivated a vast network through business gatherings with leaders in varous companies and strong relationships with talented candidates. Networking has consistently yielded a high level of success for B&B, our clients and our candidates. 

Top

---

The Battle For Talent

Wednesday, March 6, 2019  by Bailey

Talent is best defined as gifted and high quality employees with the natural ability to excel at a duty or action. As positive differentiators, talent ranges from 3% to 15% in the vast majority of companies, regardless of size. The momentum of organic growth, reemergence of the IPO, creation of new products, push on completing acquisitions, attractiveness and availability of inexpensive money, and expansion of international markets have all contributed to the increasing need for talent. So why will talent leave? One reason is not being challenged; therefore feeling undervalued or appreciated. Talent is passionate about making a difference and if not challenged and empowered, will be encouraged to take their passion elsewhere. Talent is wired to improve and add value. They are built to change and innovate. Talent has good ideas, insights, and observations. If you don't listen to them, someone else will. Another reason is lack of respect for leadership. Talent wants to contribute and leadership needs to give them a voice and increase their responsibilities. Leaders don't take credit, they give it. Failure to inspire and recognize talent is another way of asking them to leave. Businesses do not fail, leadership fails. Success is most often based on strong leadership and the ability to attract, manage, motivate and retain the talent needed to move the business forward. To retain talent, leadership needs to challenge, engage, and value these key employees. Talent needs to be rewarded emotionally, intellectually & financially. Empowering leadership and stimulated talent breeds success.

The B&B team strives to source top talent for our clients. Our sustained success in bringing the best people to the table is evident in our client's growth and profitability.

Top