|
| Management Recruiters of Cherry Valley - News |
|
U.S. UNEMPLOYMENT FALLS
|
The decline in payrolls reported by the Labor Department today was far smaller than the 150,000 drop posted in December. November's data from the survey of employers was revised sharply higher to a gain of 64,000, up from 4,000.
The jobless rate, based on a separate household survey, fell to 9.7 percent from 10 percent in December. That survey found employment rising, with the size of the labor force roughly flat. Analysts had expected payrolls to rise by 5,000 and the unemployment rate to edge up to 10.1 percent.
"The wheels of the economy are turning. The improvement in the employment data does match the increase in GDP the last two quarters so it's not a fluke. The economic recovery looks much more sustainable today," said Chris Rupkey, senior financial economist at Bank of Tokyo/Mitsubishi UFJ in New York, referring to economic growth data for the fourth quarter 2009.
Details of the report were relatively upbeat. The length of the average workweek hit its highest in a year and overtime paid in manufacturing was the most since September 2008, suggesting growing pressure to add to payrolls.
Some analysts, however, were skeptical of the drop in the jobless rate and believed it would head higher again. The pickup in factory employment helped to lift U.S. stocks, despite lingering worries about European fiscal problems.
U.S. government debt prices rose and the U.S. dollar hit an 8-1/2 month high versus the euro, tapping flight-to-quality trades from the troubles in Europe.
Annual revisions to the payrolls data showed job losses since the recession began were much deeper than originally thought. The economy has lost 8.4 million jobs since the start of the recession in December 2007, compared to 7.2 million before the revisions.
In January, the number of 'discouraged job seekers' stood at 1.1 million, up from 734,000 a year ago. Last month, 6.3 million people had been out of work of more than 27 weeks.
JOB POLITICS
With Americans increasingly anxious about persistent high unemployment, Obama has declared that job creation will be his top priority in 2010. Announcing plans on Friday to expand credit for small businesses, Obama said the employment report was cause for hope but not celebration.
"Understanding that these numbers will continue to fluctuate for months to come, these are welcome, if modest signs of progress along the road to recovery," Obama said.
Financial markets have grown nervous about the prospect of unemployment in the United States remaining high for a long time. The economy resumed growth in the second half of 2009, but a labor market recovery has yet to materialize.
Labor market weakness is causing households to remain wary of taking on new debt, with total consumer credit declining by $1.73 billion in December, a Federal Reserve report showed.
While the U.S. economy is growing, recovery hopes in Germany were dealt a set back by a sharp drop in industrial output in December.
A survey of banks that do business with the Fed predicted the U.S. central bank will start raising interest rates in the fourth quarter of this year as the labor market mends.
Analysts expect U.S. payrolls to start growing in February as the government steps up temporary hiring for the 2010 census.
"This hiring will continue to push the unemployment rate lower and then once the need for these workers is finished they will be fired and the unemployment rate will drift back up to the 10 percent area," said Brian Fabbri, chief North America economist at BNP Paribas in New York.
Last month, the services sector added 40,000 jobs after shedding 96,000 positions in December. The figure included a rise in federal government employment, partly a result of early hiring for the census.
In another positive trend, temporary help employment rose again last month, while manufacturing payrolls increased 11,000, the first gain since January 2007. Manufacturing employment had dropped 23,000 in December.
But the construction sector continued to struggle, losing 75,000 jobs, likely because of unusually cold weather. Construction payrolls fell 32,000 in December.
In another sign of labor market improvement, the average workweek unexpectedly edged up to 33.3 hours, the highest in a year, from 33.2 in December, while manufacturing overtime rose to 3.5 hours, the highest since September 2008.
"This suggests that firms are straining to keep up with rising demand without hiring. We believe that as long as orders keep streaming in, at some point soon firms are going to have to give in and add workers," said Stephen Stanley, chief economist at RBS in Stamford, Connecticut.
|
|
2/5/2010 7:24:57 PM
|
|
2010 EMPLOYMENT TRENDS
|
Our survey finds that employers want to tap out-of-work talent in the job market to strengthen their work forces. Over 37% of employers said they plan to replace lower performing employees with new talent in 2010.
Last year many companies made tough and very public decisions like slashing jobs and canceling benefits, negatively impacting their brands. In 2010, almost 40% of companies plan to harness the power of social media (Linkedin, Facebook & Tweeter) to create a more positive brand, and some plan to create new social media jobs to do it. 1 in 5 employers will give a current employee social media responsibility while 8% plan to hire a social media guru.
In 2009 just over 40% of surveyed companies reduced headcount through involuntary layoffs, but things may be looking up. Among companies who experienced layoffs last year, 32% plan to rehire, and 3 in 10 are already doing it or plan to rehire within the first six months of 2010.
Flex schedules and telecommuting options will continue to become more widespread in 2010 in an attempt to maintain and create a better work-life balance. About 35% of employers plan to give flex options to employees, up from 31% in 2009, including job sharing, summer hours, and sabbaticals.
Folks may get their jobs back, but they might not be enjoying any perks or benefits for a while. About 37% of employers plan to continue to trim perks and benefits this year like bonuses, medical coverage, 401K matching and even free coffee—that number is up from 32% in 2009.
Companies know that retirees and those close to retirement hold valuable knowledge and experience. In 2010, 16% of companies say they are likely to rehire retirees from other companies, while 10% are likely to provide incentives for workers at or approaching retirement age to stay on.
The talented unemployed stand to gain in 2010. Employers remain cautious about upping full-time headcount exponentially, and 30% say they will turn to freelancers and contractors this year. That number is up slightly from 28% in 2009
Green Job hiring--about 11% of employers plan to add positions in 2010 – that is the same amount of companies that added green jobs last year.
Green jobs include positions aimed at improving conservation and sustainability through environmentally conscious design, policy and technology.
Job seekers with bilingual skills stand to gain in 2010. Diversity is an important measure of successin 2010, and nearly 40% report plans to hire bilingual candidates in 2010. About 50% of the total surveyed said they would be more inclined to hire a bilingual candidate if two equally qualified candidates were competing for one job.
Travel and Entertainment expenses are one of the largest discretionary costs to most organizations. Over 43% of those surveyed say they plan to reduce business travel in 2010 even further to contain costs and focus on growth.
|
|
2/3/2010
|
|
ANTICIPATED TURNAROUND PROMPTS HIRING BY MID YR
|
With the recruiting efforts of companies across the board slowed to a trickle, many business leaders are beginning to worry about how they will ramp up hiring quickly when the economic turnaround is a reality. Those companies that put a recruiting plan in place in advance have a distinct opportunity to lead the pack, according to MRINetwork®, one of the world’s largest search and recruitment organizations.
“If companies wait to develop a plan until hiring freezes are lifted or until budgets are increased, it will be too late to gain competitive advantage,” says Tony McKinnon, president of MRINetwork. “During economic recoveries, organizations that quickly react historically pick up market share from competitors not quite as agile. This is especially true if your organization isn’t the largest or the most well-known in your industry. Whether the turnaround in your industry comes this year or next, now is the time to identify new and emerging tools and technologies that can be adapted to your company’s staffing needs.”
For the many U.S. companies with global reach, it’s likely that competition for talent in some geographic regions (or product areas) will intensify long before an overall turnaround occurs, says McKinnon. “Your plan should include tactics that allow you to get a head start in these hot areas and provide a testing ground for your company’s endeavors in all areas.”
The key is to ramp up recruiting efforts at the right time. “If you start active recruiting too early, you’ll leave candidates waiting too long before you can take action,” says McKinnon. “If you start too late, though, you miss out on the forward-looking talent who are among the first to be willing to assume the risk of a new position and a new organization.”
McKinnon suggests that a turnaround plan following a prolonged downturn include these key elements:
• Revising strategic goals. “Your plan should allow you to ramp up from little hiring activity to maximum capability in 30 to 60 days,” says McKinnon. “This means prioritizing jobs based on their impact on your business, seeking out top performers and innovators and improving your employer brand.”
• Identifying precursors to a turnaround. Examine past turnarounds to identify warning signs that predict when hiring in your industry or your company is most likely to open up. Work with the CFO and COO to identify those early warning signs.
• Conducting competitive analysis. A critical part of your plan is analyzing your competition’s plans. “Try to forecast when they are likely to ramp up, which positions will receive the initial focus and what tools they are likely to use,” says McKinnon.
• Setting up a timetable. Including key milestones and accountabilities ensures that everyone knows what to do and when to do it after the turnaround plan is activated.
• Preparing managers. People in your organization who have responsibility for hiring will have their own turnaround issues within their departments so make sure you have a workable hiring process and support material in place before they’re needed.
• Anticipating candidate expectations. It’s a mistake to assume that candidates’ expectations and their criteria for selecting a job will remain the same after the downturn. “Survey a sample of the most desirable potential applicants to identify their current wants, needs and expectations,” suggests McKinnon.
• Devising a retention strategy. As the economy opens up, you are likely to experience as much as a 50 percent increase in employee turnover as a result of your competitors’ renewed recruiting efforts, warns McKinnon. “Identify specific employees that are most at risk of leaving and develop a blocking strategy to counter your competitors’ efforts.”
• Re-energizing your referral program. “Focus on seeking out your top performers for referrals,” says McKinnon, “which also reinforces their critical role in helping to strengthen the team.”
• Building a talent pool. McKinnon suggests identifying potential applicants and building relationships with them so that when a position opens up, you already know individuals who are both qualified and interested in your company.
“With the dismal state of the mortgage and real estate markets, the current mobility of the U.S. population is the lowest that it has been in 60 years,” says McKinnon. “As the turnaround begins, more people will be willing and able to move to get a great job. Even employers who have been steadily hiring have gotten used to restricting their searches. Soon they will be able to ignore the geographic limitations of the past few years."
|
|
1/20/2010 3:22:47 PM
|
|
JOB SEEKERS OVER FIFTY SHOULD USE INTERNET
|
Millions of Americans who lost jobs during the current recession are discovering that searching for a new one isn’t what it was even five years ago. Many of the recently unemployed – especially those over fifty – are frustrated by technology, says MRINetwork®, one of the world’s largest search and recruitment organizations.
“Their chief complaint, like that of all job seekers today, is the lack of communication between job seekers and employers,” says Tony McKinnon, president of MRINetwork. “Most businesses now insist that candidates apply online. Yet once they upload their resumes and hit ‘send,’ they never hear from the company again.”
McKinnon says the second-most-heard complaint is their inability to set themselves apart from other candidates amid the mass of online applications. His advice? “Get over it and get on with it.”
“The key is figuring out how to make the Internet work for you,” says McKinnon. “Research companies you’re unfamiliar with, reconnect online with former co-workers and find out if they know anyone in the companies you’ve targeted, and make sure you have a presence on LinkedIn, Facebook and Twitter. Both recruiters and in-house HR professionals comb these sites looking for candidates.”
Many people over fifty who lose their jobs today have little idea what’s out there. “They have to develop a multi-pronged approach using Internet tools, as well as traditional networking,” McKinnon says. “They also have to put in about 30 hours a week working their strategy. It’s the hardest job they’ll every have – and it is truly a job.”
McKinnon offers some common-sense tips on what to do and not do when using the Internet:
DO join LinkedIn and build a network of 50 to 75 successful friends, family and former colleagues. “Ignore requests from people you don’t know,” McKinnon advises. “They could hurt your job hunt.”
DO keep two online versions of your resume – one in Word that you can attach to an email and another in a text file that you can copy into an online form.
DO check in on businesses you’re interested in with ConnectTweet on Twitter. It’s free and it allows you to read what people at a company are talking about.
DON’T launch your own website unless you know what you’re doing and are willing to update it frequently.
DON’T use your everyday email address if it has anything suggestive or odd in it. Open a free email account that you use exclusively for job hunting.
DON’T post anything about yourself online that you wouldn’t want an employer to see. “Recruiters routinely screen out job applicants based on what they find on the Web,” warns McKinnon.
DON’T accept every invitation you receive to LinkedIn or Facebook. “Recruiters also judge you by the company you keep,” says McKinnon.
McKinnon believes that over-fifty job seekers have reason to be optimistic about their searches. “Ten years ago it wasn’t popular to hire people in this age bracket, but it’s accepted today because many Gen X and Gen Y candidates don’t have the back fill or experience companies need,” he says.
One last piece of advice from McKinnon: Don’t forget to keep networking. “We’re seeing what amounts to an underground job market emerging,” he says. “Many companies are relying on word-of-mouth and business and social contacts to spread the word about job openings that are not advertised. So job seekers must continually touch base with the people in their networks.”
McKinnon points out that the Internet helps you get yourself noticed. He cautions, however, that “in the end it’s almost always a face-to-face interaction that gets you hired. The key is using tools that will win you that opportunity.”
|
|
1/7/2010 10:27:49 AM
|
|
Our Global Footprint
|
|
Every day, we leverage the MRINetwork™ to serve and build relationishps across town or across the globe. Management Recruiters of Cherry Valley provides you with a single point of contact to over 1,100 offices in more than 35 countries, enabling you to gain access to one of the largest talent pools to locate your next impact player.
|
|
12/26/2009
|
|
Question..Prepared for Your Interview?
|
You want to work for the company, they've seen your credentials and they've asked you in for an interview. You want the job. Here are some suggestions that will help you make sure your interview goes as well as possible.
Preparing for the interview
Thorough preparation is critical. It is great for your confidence in the interview room and it leaves a very positive impression with the interviewers.
Get the logistics right. Time, location, interviewer's name and position title.
Do your research. Find out as much as possible about the company: size, scope, location of branches and offices, financial/share performance, range of products and services, etc. The company website and annual report are two very good sources.
Do some more research. Make sure you have key data in your head about your existing and most recent employers.
Do even more research. Ask former co-workers to tell you about your professional traits. What did they most admire? Try to find some faults as well. This leaves you more prepared for questions such as "what are your greatest faults" or "if I were working with you ...".
Prepare questions. The employer will be trying to work out whether you fit the available role. You should also take the opportunity to ensure that the company is right for you.
Practice (see below). Take time to run through some of your answers. Don't over-rehearse, but make sure that you are coming across confidently.
Present yourself well. Find out what the company culture is regarding business dress. If in doubt, go more formal, not less formal. Make sure you are well groomed on the day.
What you should practice
When practicing for an interview, you should focus particularly on the way you answer questions.
Be descriptive. Don't just answer "yes" or "no" to questions. But also avoid "over-answering." Make your answers colorful but not lengthy.
Sell yourself to the interviewer, but without exaggeration or telling lies. You are there to market yourself, "blow your own trumpet" and explain why you'd be right for the role. But don't come across as arrogant.
Avoid making negative remarks about your current employer, or past employers or colleagues. This will only reflect on you in the interview.
Be determined. Make it clear that you want to get the job, even if you are given information in the interview that sheds a new light on the role. Be positive, and then evaluate the opportunity again when you are away from the interview. Don't burn your bridges.
Have positive body language, and maintain a good posture.
Remember: expect unexpected questions. It's fine to pause for thought. It's also acceptable to admit you don't know the answer.
|
|
12/23/2009
|
|
Welcome to the MRI Network!
|
MRINetwork is one of the world's largest recruitment organizations. Through our Accelerated Recruitment™ approach, we find and place Impact Players, those individuals who arrive faster, fit better and stay longer. Providing our clients immeasurable return on their hiring investment by bringing them the people who make a difference in their business every day. The combination of our global reach, industry expertise and streamlined methodology allows MRINetwork to match companies with their Impact Players - the right candidate for the right position
Feel free to browse around and learn more about the services we offer. If you have any questions regarding how we can help your company or your career, don't hesitate to contact us.
Management Recruiters, Inc.
Phone:(815) 399-1942 • Fax: (815) 399-2750
MRCherryValley@MRCherryValley.com
Let us help you build your future.
|
|
12/22/2009
|
|
Telephone Interview-Prep
|
You have made the decision to look for a new position or to explore one that has been presented to you. You have worked hard on your CV or resume. We have helped you make sure that the paper version of yourself highlights your abilities and accomplishments in the best possible light for the given company and opportunity. We have located a position that is interesting to you and now the company is interested in you and excited to meet you.
Now it is time for the two of you to talk.
The telephone screening represents a vast majority of the initial interactions between candidate and company. It is a convenient and efficient way to gauge mutual interest. These conversations mainly probe the philosophical compatibility between the hiring manager/company and the candidate. They can take anywhere from twenty minutes to as long as two hours. The only prerequisites are a clear slot of time and a private place to speak openly.
The goal of a telephone screen is for the company to eventually extend an offer. It is important to keep this goal in mind through each step of the process. While the short term goal is to generate enough excitement to make a face to face interview an essential and logical next step.
In preparation the hiring manager will have already spoken to us about all of the candidates they are considering. We will have helped them narrow down their choices in reflection of their overall business strategy and immediate needs. They have now selected only a few candidates with whom to speak. Of this handful, even fewer will be chosen for a face to face interview.
You were initially introduced to the company through the skills as represented on your CV at this point we present what is not seen on the printed page.
For instance: “Mary is warm and inviting when you speak with her” or “Tom is all business. He’s sharp and focused on the task at hand.” or “Jim’s manager has told me that if he had the chance Jim would be the first person he would hire.” These intangibles predispose the manager toward who you are and will give them vision into some key motivators as to why you are interested in the position.
Do your homework!
By speaking with us and viewing the website, you should have a strong sense of the company’s scientific space and insight into the hiring manager, both by background and by personality.
It may seem as if the point of the call is for the company to get to know you better, but it is equally important for you to get enough information from the company so you can “try it on for size”—to see if the opportunity fits what you want as a next career move.
Look critically at your own CV as you might imagine the company would. Has there been clear growth with each position? Is there any position where you stayed too long? Does the CV show any side tracking, stagnation or potential pitfalls? Have you moved too quickly from job to job? The company is going to probe into these issues and you must be able to answer in an honest and upbeat manner.
Questions that the company may ask differ greatly by level of candidate and position. Below are sample questions that could be asked and are meant to engage your critical thinking.
Sample questions that you may need to be prepared to answer are:
• Why are you looking for a new job? (If you are currently not working, the company needs to have a clear statement as to why.)
• What kind of responsibility are you seeking now and in the future?
• What do you think are your strengths and weaknesses?
• Why are you interested in this position?
• What do you like about your current position? What would you change?
• Are you willing to relocate for this position?
• How can you help the company achieve their goals?
• What have you accomplished that makes you an outstanding candidate?
Preparing for the call includes:
1. researching the company’s website;
2. reading publications or press releases and any current news about the company’s science;
3. taking the time to speak with us prior to the call.
These key tools and the guidance we will be offering to you will build your confidence in your ability to present yourself as the strongest candidate. Together we will go over your list of potential questions. We will be able to answer many of them but more importantly will help you structure your queries so you get the most out of their response. Think hard about which of the following questions would work for you during the actual screening.
Sample questions candidate may ask the manager:
• Tell me more about the science behind (x, y or z).
• Why is this position available?
• What are the company’s plans for growth? One year, 3 – 5 years? Is there an exit strategy?
• What the daily responsibilities are for the position? What specifically do you (the manager) need accomplished by this person
• Ask them to explain in their words how they view the working environment. What is the culture of the company? How many people? Do they work in teams or individual projects?
• How much interaction will there be with people outside of the company? Are those people clients? Contractors? Prospects?
• What is the potential career growth?
• Conclude by saying something upbeat that will communicate your enthusiasm. “This sounds really interesting. I would like to see your facility and meet the group.” “What we have discussed sounds very exciting. What are the next steps?”
When you speak with the company you should have a few items in front of you.
• A copy of the job description
• Your own CV or resume
• Any information on the company i.e. website content, press releases or articles by the founders or principals in the company
• Most importantly, the list of questions you want answered.
Keep in mind that a good conversation becomes fluid and takes on a life of its own. By being prepared, you will be able to think on your feet. It is not always having the correct answer that is important. Equally important is the approach to an answer. There is no substitute for good preparation and an enthusiastic tone. Working closely with us will help you to understand the opportunity and how to make your best impression on the company. When you‘re prepared and that phone rings, relax, enjoy, and smile.
Wisdom is better than folly
Being wise is an extremely underrated tool in your personal kit! It means thinking things through before acting and the greatest example of this is reference checking. This means that BEFORE you send your references to a company you must send them to us. Especially if it has been some time since you have spoken with or had any interaction with the person you would be offering as your spokesperson.
I can't tell you the number of times that I have called a reference for my candidate only to find that this particular person had nothing much to say about my candidate either good or bad. While this may not sound terrible it is awkward at best and deadly at worst.
If it becomes apparent that the candidate has not taken the time to follow up and be careful about who they have chosen then is raises a concern about how they conduct themselves as managers or contributors.
Thankfully I have not had too many instances where the reference is downright negative but it has happened. This is the worst case scenario... to be avoided at any cost.
Generally speaking it is sensitive to address that issue in a conversation. When you ask someone to be a reference you may not be able to say " Hey, are you going to give me a good reference or what?" but you may be able to ask something like this," Please be honest with me and let me know if you are comfortable acting as a reference to me as it is extremely important for me to know."
You may still not get a clear or honest answer so the best way to approach this is intuitively. Reflect back on your relationship together and how they have reviewed or treated you. Instead of choosing the biggest name in the industry who may have passing comments about you, choose the person who knew you well and will be over the top enthusiastic about your abilities.
The biggest reason why I personally like to check all references prior to sending them to my client company is because of pure innocent ignorance.
I have found that many people are not aware of how their words may sound. We are highly tuned in to the inflections and tones of comments and lack therein. I have surprised many people by repeating their response and asking is this what you meant by that comment. Usually they are not aware that it came across as negative or potentially damaging. I have been able to help a person say the same thing in a way that is not controversial and communicates the actual intent of their thoughts.
I'll wrap up by saying that being wise with your references is as important as any other aspect of a job search. Take it seriously and remember it is your life and your career no one else will ever put the same value on it as you. That's a given.
|
|
12/15/2009 5:25:21 PM
|
|
How to Get the Most Value from Your Recruiter
|
The successful partnering between you and your search firm is a two-sided arrangement that requires trust and professional respect. Your approach to the partnership influences the speed and outcome of the search process just as much as the recruiter’s skill. One of the most important factors is your understanding of the process and the part you play in it. Here are a few suggestions that may be helpful:
Do your homework before meeting with the recruiter. Define long- and short-term expectations for the job. Think through key organizational issues: reporting and working relationships; number of people the new hire will manage; who he or she will work with most closely.
Make sure that your team agrees on the objectives of the position and that they are willing and able to commit time and energy to make the hiring process a top priority.
Be prepared with the key elements that define the job description, such as:
Title
Objectives
Criteria for measuring performance
Major issue that new hire will address immediately
Organization charts
How many and what kind of people will be managed
Current budget of the department
Salary, including bones, incentive plans, benefits
Career path opportunites
Provide additional information your recruiter needs. Be explicit about the chemistry and corporate culture of your company. Share both good and bad, positive and negative aspects of the job and have no surprises waiting.
Establish high standards in evaluating candidates, but be sensitive to feedback. Understand the trade-off between the candidate qualities you require and those you desire.
Keep things moving from your side: conduct candidate interviews promptly; give timely feedback; maintain security and confidentiality.
A successful search is a team effort. You and your recruiter complement each other’s knowledge and strengths. A spirit of partnership will go a long way toward enabling you to reach your staffing goals.
|
|
12/14/2009
|
|
Managing Staffing Needs in Today’s Economy
|
With the U.S. economy now officially in recession, companies of all sizes are struggling with how to balance their business needs with their head count. “While many companies have made deep cuts in their workforce, we are still seeing companies hiring in many sectors, including healthcare, technology and life sciences,” says Tony McKinnon, MRINetwork president. “Hiring in a down economy isn’t about filling seats, it’s about aiming the organization in the right direction and adapting to the economic realities of the day without sacrificing talent,” he adds.
Concerned about how long it will take for the economy to recover, many employers are making strategic decisions to bring on contractors, rather than permanent staff, as a way to hedge their bets. Contract workers can now be found in most sectors of the professional workforce including IT, financial services, healthcare, legal and engineering. Such arrangements minimize long-term commitments and provide the flexibility for companies to scale their hiring as needed.
“There are more qualified and talented contract professionals available than ever before,” says Conrad Helms, senior vice president of contract staffing for MRINetwork. “In today’s economy, many traditional perm candidates will migrate to contracting opportunities as well as seasoned experts opting for contracting rather than retirement.”
Business leaders are faced with the challenge of maintaining progress and productivity while operating within tight budgets. Utilizing the concept of “adding extra muscle” is a smart strategy to help leaders accomplish key initiatives by using contract experts for short specific projects.
“However, for a longer-term project,” McKinnon points out, “the contract staffing pool available to employers today also consists of a wide array of highly skilled professionals who have made contract work their career choice. It affords them a lifestyle where they have more control over their career than they have in the traditional permanent situation. Many contract workers can also get the same benefits full-time employees receive such as healthcare and retirement plans.”
Faced with a challenging economy, access to talent and a need to optimize productivity, companies today are placing greater emphasis on workforce planning. The companies that hire smart and manage their head count carefully and creatively during the current downturn are the ones that will emerge stronger than ever.
“To cut costs, layoffs are expected and understandable in a recession, but employers need to look at how to optimize their workforce planning in order to be correctly positioned for a recovery,” says McKinnon. “Whether it is hiring top impact players or transitioning to a more flexible employee model, a finely tuned workforce can actually be the genesis of what will pull many companies out of their own downturns.”
|
|
12/12/2009
|
|
Beware of the Counter Offer
|
A tax accountant with a Chicago-based public accounting firm accepted a top corporate position at a local manufacturer that paid $15,000 more than he currently earned. But the accountant changed his mind after his firm's senior partner made him a counteroffer. The partner dangled a plethora of incentives, including the promise of a partnership in the near future. Three months later, after the tax season ended, the accountant was fired.
A manufacturing manager with a medium-sized metal products company in Albuquerque, N.M., accepted a new position that included a higher salary and better benefits. But he decided to stay put after his company agreed to match the offer and told him of great things on the horizon. However, he wasn't told that the firm might be merging with another. Six months after the executive decided to stay, he was merged out of his job. Following nine months of unemployment, he landed a lower-paying position.
Ask any executive recruiter and you'll hear dozens of heartbreaking stores like these involving counteroffers. Unfortunately, more executives seem to be getting and accepting them because of the inconsistent economy. Companies are operating with reduced staffs and any defections from the ranks create problems for those who remain. It's much easier for employers to sweeten the pot to keep executives from deserting than to conduct grueling and expensive searches for placements.
Mathew Henry, the 17th-century write, said, "Many a dangerous temptation comes to us in fine gay colours that are but skin deep." The same can be said for counteroffers, those magnetic enticements designed to lure you back into the nest after you've decided it's time to fly away.
But in good times, or bad, the dictum remains constant, counteroffers should never be accepted...EVER! Those few rare instances where accepting one is beneficial occur about as frequently as being struck by lightning.
The Right Perspective
A counteroffer is an inducement from your current employer to get you to stay after you've announced your intention to take another job. It doesn't include instances when you receive an offer but don't tell your boss, or when you tell your employer about an offer you never intended to take in a classic "they-want-me-but-I'm-staying-with-you" ploy. These are merely positioning tactics that can reinforce your worth by letting your boss know you have other options. Mention of a true counteroffer, however, carries an actual threat to quit. Interviews with employers who make counteroffers, and employees who accept them, have shown that accepting a counteroffer--tempting as it may be--is tantamount to career suicide. Consider the problem in its proper perspective.
What really goes through a boss's mind when someone quits?
"This couldn't be happening at a worse time."
"He's one of my best people. If I let him quit now, it'll wreak havoc on the morale of the department."
"I've already got one opening in my department. I don't need another right now."
"This will probably screw up the entire vacation schedule."
"I'm working as hard as I can and I don't need to do his work, too."
"If I lose another good employee, the company might decide to lose me too."
"My review is coming up and this will make me look bad."
"Maybe I can keep him on until I find a suitable replacement."
"We're working with a skeleton crew already. If I lose this one, we'll all be working around the clock just to stay even."
What will the boss say to keep you in the nest? These comments are common:
"I'm really shocked. I thought you were as happy with us as we are with you. Let's discuss it before you make your final decision."
"Aw gee. I've been meaning to tell you about the great plans we have for you, but it's been confidential until now."
"The VP has you in mind for some exciting and expanding responsibilities."
"Your raise was schedule to go into effect next quarter, but we'll make it effective immediately."
"You're going to work for who?"
"How can you do this in the middle of a major project? We were really counting on you." (They're always in the middle of one.) Just a Stall Tactic!
Let's face it. When someone quits, it's a direct reflection on the boss. Unless you're really incompetent or a destructive thorn in his/her side, the boss might look bad for allowing you to go. It's an implied insult to his management skills. His/her gut reaction is to do what has to be done to keep you from leaving until he/she's ready. That's human nature.
Unfortunately, it's also human nature to want to stay--unless your work life is abject misery. Career change, like all ventures into the unknown, is tough. That's why bosses know they can usually keep you around by pressing the right buttons. Before you succumb to a tempting counteroffer, consider these universal truths:
• Any situation is suspect if an employee must receive an outside offer before the present employer will suggest a raise, promotion or better working conditions.
• No matter what the company says when making it's counteroffer, you'll always be a fidelity risk. Having once demonstrated your lack of loyalty (for whatever reason), you will lose your status as a team player and your place in the inner circle.
• Counteroffers are usually nothing more than stall devices to give your employer time to replace you. Your reasons for wanting to leave still exist. They'll just be slightly more tolerable in the short term because of the raise, promotion or promises made to keep you.
• Counteroffers are only made in response to a threat to quit. Will you have to solicit an offer and threaten to quit every time you deserve better working conditions?
• By accepting a counteroffer, you have committed the unprofessional and unethical sin of breaking your commitment to the prospective employer making the offer.
• Decent and well-managed companies don't make counteroffers...EVER! Their policies are fair and equitable. They will never be subjected to counteroffer coercion, which they perceive as blackmail.
If the urge to accept a counteroffer hits you, keep on cleaning out your desk as you count your blessings. And, if you decide to stay, hire a lawyer to put your newly won promises in the form of a long-term no-cut contract.
|
|
12/10/2009
|
|
Middle Mgmt Dilemma
|
By the sixth year in the middle-management level, most companies in the United States have already decided whether a middle manager has senior-level potential or has become a “career” middle manager, according to a new study from Management Recruiters International, Inc. (MRI), the world’s largest search and recruitment organization. In the United Kingdom, however, the timeframe is even more accelerated, as the study revealed that most middle managers have only four years to advance to the senior level. The study, which interviewed 200 Human Resource directors or senior executives in the United States and 200 Human Resource directors or senior executives in the United Kingdom, also determined that “career” middle managers are seen as critical to the success of the company.
On average, a middle manager remains in the same position for 6.3 years before being promoted to senior management in the U.S. while in the U.K.; middle managers will spend an average of 4.7 years at that level before being promoted. However, in both countries, if these employees do not make the jump to senior management within that same time period, most surveyed companies said they would be considered “career” middle managers. The study also found that after six years in middle management, in both the U.S. and U.K., the opportunities for advancement to the senior level are greatly reduced. Therefore, middle managers who aspire to senior positions must carefully evaluate their career choices at this time, including the possibility of moving on to a new company, to determine how to best meet their goals.
Additionally, the accelerated timeframe for advancement in the U.K. may be attributed to the fact that middle-management candidates in the U.K. are more likely to inquire about the potential for career growth during the interview process than their counterparts in the U.S. On average, 58 percent of U.K. candidates will ask about opportunities for advancement, while only 41 percent of U.S. candidates will do the same.
“Middle managers who have aspirations to become a part of senior management within their own organization can now be cognizant of how much time they have to reach that goal,” said William Olson, President of Management Recruiters International. “Given this shorter time period, it is critical that these middle managers accelerate their career progression by investigating the available opportunities at their company and positioning themselves as potential senior managers more aggressively.”
Respondents in both the U.S. and U.K. also noted that when fulfilling senior-level positions within their company, the majority of them would prefer to promote from within. Specifically, only 23 percent of U.S. respondents and 11 percent of U.K. respondents said they consider a candidate from outside the company to be more attractive than one from within.
“According to our study, the majority of individuals in senior management are promoted from the middle-management level,” commented Olson. “Therefore, it is critical that companies focus on improving their ‘bench strength’ of middle-management employees. Hiring managers must make smarter and more strategic decisions when recruiting middle-management candidates, as these individuals represent the company’s future senior leaders.”
The study also revealed that hiring managers are more tolerant of frequent job changes at the junior level than at the middle or senior level. On average, respondents expect a junior candidate to remain with the same company for 2.4 years in the U.K. and 3.2 years in the U.S. For middle-management candidates, that figure rises to 3.5 years in the U.K. and 4.1 years in the U.S. while senior candidates should remain at their current position for years in the U.K. and 5.2 years in the U.S.
Opinion Research Corporation conducted telephone interviews with 200 Human Resource directors or senior executives in the U.S. and 200 in the U.K. Margin of error for each sample of 200 is plus or minus seven percentage points at a 95 percent confidence level.
|
|
12/4/2009
|
|
