WE Specialize in
Executive Recruitment
Career Transition
Creating Your Brand
Finding Your Next Role

We pride ourselves on our PEOPLE FIRST solutions.

previous arrow
next arrow
Slider

Tag: Future


Chasing the Money or the Opportunity

Should you chase the money or the opportunity? Well first, ask yourself, ‘Is it the right fit?’ Organizations may pay well, but if they have a high turnover rate and don’t fulfill your career goals, it may be in your best interest to really think it through.

This is an internal dilemma that many people go through. Of course, you shouldn’t undervalue yourself monetarily should a job prospect check all your career boxes, but don’t let an opportunity slip away that could benefit your long-term career development. Success can be subjective, and how it is measured and valued differs from person to person.

Some companies do entice candidates with short-term monetary goals, which can burn out employees quickly, causing high turnover within an organization. It may not be in your best interest to weigh opportunities based on compensation alone; career advancement, skill development, and passion should be considered. Chasing short-term benefits could prove unfruitful in the long-run, and you may not want to look back and wish you would’ve done things differently.

The Offer

You’ve reached the final stage in the recruitment process, the offer – After the application and multiple interviews, you landed the job!

Generally, the incentive for candidates to move organizations or positions would allow candidates to seek opportunities that will provide a promotion, ability to be a key contributor within the organization, and an increase in pay structure.

When seeking a new opportunity, the motivation to make a change for a new role should be discussed initially, setting the expectations from the onset. Once an offer is extended and accepted, you have agreed to the terms and negotiation ends. Strive to find a balance to determine if a counteroffer is necessary or if it is about its monetary value or the position. Most often, it is the position job seekers are trying to attain.

Organizations have set wage bands for positions based on market and internal value, from minimum, mid-point, to maximum of the salary range. Various other factors could help offset any wage bands misalignments when pursuing a job offer, including sign-on bonuses, targeted variable (bonus) pay, allowances, paid time off, supplemental retirement plans, and additional benefits.

These are all part of the equation when evaluating your next opportunity!

Creating your Personal Brand as an Executive

The creation of an Executive Resume or LinkedIn Profile succinctly may not have been needed in the past, however, when opportunity knocks, it is best to be prepared and relevant. The process to obtain a C-Suite position requires specific innovative and strategic thinking by integrating technology and emphasizing on a strong personal brand.

While an Executive Resume may have been sufficient to land a new position a few years ago, in today’s modern age, it takes more effort than just quantitatively updating career accomplishments and community contributions. In most recruiting cases, there is significant weight placed on social branding.

Executives with an online social networking presence tend to be noticed more over than the traditional job search. Your profile should include strategic accomplishments, leadership qualities, and a proven track record of success in managing complex business initiatives. Establishing the proper brand is most important to ensure a clear message across all professional and social channels.

By identifying an appropriate and desirable value proposition that supports the business initiatives, this will allow your social profile to capture the desired audience. In many instances, this identification and establishment of developing a professional online profile can often be established through experienced professionals.

Once your online brand has been established, it is time to portray who you are and consistently focus on your futuristic career goals and what you set to accomplish as an executive leader.

 

Recruitment of Candidates

 

When trying to recruit a new candidate, it is essential to have a plan set in place to effectively and efficiently fill the position.

To begin, define the position. While this sounds like a simple task, it is the most important as it identifies the needed skills and interests of the candidate pool. A needs assessment should be completed to understand the extent of what this position will be intended for. While some believe this is only done for a new position, existing roles should be assessed in the same manner to avoid complacency and focus on the betterment and continual growth of the organization.

The next step should be to write and post the job opening. While writing the job description, include the skills and expectations for the role that was discovered when defining what the position was. This description should go deeper than just recruitment. It should be an evaluative measure of potential candidates, a tool for managers to set expectations and a continuous performance review standard. When posting the job description, ensure the platform used correctly markets the type of company that is asking for hirees.

This leads to the development of the recruitment plan and how recruitment of a potential hire pool should be handled. First, informing internal members of the team should occur. This allows for interested candidates who are already privy to the company and possibly the open position to apply if interested. Current employees are also a great source for referrals either internally or externally. Next, the position should be distributed within your network. The message can be spread to individuals who are interested in making a transition, may know someone interested or can help disseminate the opening to their network as well. Finally, the job opening should be shared externally. It is most affordable and effective to post online but don’t be afraid to reach out to colleagues who have had similar openings to see how they found success.

The final step to recruiting candidates is the screening process. This process is a way to assess each candidate using a set group of criteria identified when defining the position. Resume screening is a great way to see if a candidate has what the job needs on paper. To follow-up with the resume, interviews can either be conducted in person or through the phone or video chat. When using these methods, plan questions in advance that allow for candidates to identify the competencies that are needed for the job.

Once the position is filled or a candidate has been identified for hire, it is important to follow-up with those that were interviewed either through a letter, email, or a phone call. Remember, not all recruitment processes are ‘one size fits all,’ do what works best for your organization and the position you are trying to fill.

How to approach counteroffers

Negotiating pay is a difficult situation when offered the job of your dreams. While the job description may check all of the boxes, compensation is also a major determinant in whether you should accept the position or not.

There is a certain threshold that employers will withstand when in the counteroffer stage of hiring. By doing your research and recognizing the market compensation wage bands, you will set yourself up for far better success than by countering the future of your career blindly. Trust the process as you think about negotiating an offer once it has been presented.  Seek counsel from a professional to guide and lead you through each phase of the negotiation.

When countering the offer, focus on why you want to join the organization and what is important to you at this stage of your career.   There are other benefits can be included as part of the compensation package which can include, commute time, work-hour flexibility, job responsibilities, family support, and ability to contribute in the strategic success of the company. Focus on how your dream job can transform more than just your bank account.

Countering what you feel is deserved can be effective when done properly. If conducted correctly, counteroffers can provide better benefits, incentives, job security, and ultimately pay for a job that was already a dream to begin with.

Driving the Mission for the Organization

The heart of any company begins with its mission statement. The mission statement is the very definition of what the company stands for and the potential future outlook of the business. Much like a company’s value, it shapes the organizational culture where employees learn and grow. If one member of the team doesn’t believe in the same vision the entire team can begin to crumble.

Executives should be the ultimate advocates of driving the mission statement home. They need to constantly focus on how to better the organization and what steps to take to get closer to the ultimate goal. If they do not believe in the vision of the company, this can create a major disturbance in pushing the entire company forward.

Is it worth the time and energy to dedicate time and resources in coaching the executive to invest themselves more? Or should you turn your attention to someone that can prove to be a driving force towards the future?

Many times, the executive cannot offer 100% buy-in to the company’s mission. While the executive may offer great departmental support to the overall vision, if they are not focused on the same goal this can be a deterrent to the desired success in the long run.

Focusing attention on someone who wants to see organizational growth fall within the mission of the company is important. The executives and employees that support the direction a company is headed are more willing to dedicate the time needed to see the goals come to fruition. Try not spin your wheels on a stalled executive, and instead, cruise into the future with a group of supporters backing you.

What constitutes a transformational leader?

There is an overwhelming sense of responsibility taken on by any leader. Strong leadership evokes a belief in the shared vision and the charisma to guide others has the ability to propel the strengths of the team. The way employees define their manager’s leadership style, has a large impact on the continuation of a successful leadership cycle.

There are nine identified frameworks of leadership styles – transformational, transactional, laissez-faire, servant, autocratic, democratic, bureaucratic, charismatic and situational. With these nine styles, also comes nine different ways a team can define their leader’s approach. Believing in a one-size-fits-all methodology may cause more adversity than prosperity. Leaders must have the ability to adapt their leadership strategy to fit the situation and their employees.

The responsibility taken on by any leader is more than just a guide towards the right direction. A leader must be willing to make the hard decisions, earn the trust and respect of his/her employees, believe and articulate a shared goal, and inspire people to do their best. Having the foresight to know what may lie ahead and recognize that a shared vision will distinguish a transformational leader from the rest.

What’s more important – the degree or the experience?

With degrees becoming more and more common, the experience that a candidate brings to the position has taken the front seat in the hiring process. Needless to say, a degree does offer valuable skill important to a candidate’s resume.

The significance of completing a degree speaks to the candidate’s ability to be successful in various life and job-related aspects such as multi-tasking, social interactions, and ethical dilemmas. While the degree title and focus furthers the intellectual aspect of a candidate, it does not necessarily correlate to how much success a person will have within their position.

Experience is considerably the most valuable aspect a candidate can possess. The real-world experience that is transferable to the position in mind, provides far deeper insight as to how the employee will perform in a certain situation rather than the assumption of taught skills in the classroom.

However, a degree should not be any less valuable. Many entry qualifications for open positions specifically highlight the need of a degree to advance. Where the experience begins to overshadow a degree is through the interview process and the ability of a candidate to equate actual experiential moments to the demands of the job.

While the accomplishment of completing the route of higher education is still highly regarded in job recruiting, having first-hand knowledge of the qualifications that are to be expected has started to become the frontrunner when choosing between candidates with virtually similar resumes.

Is your company brand more than just a logo?

In today’s society, attention is critical for success. If a company is unable to grasp and maintain the attention of customers, there is significant risk in getting lost in the mix of a hundred other businesses designed to provide their necessary services. The importance behind building a relationship beyond the brand name should be at the forefront of a company’s business model.

To go beyond a title and design on the company letterhead, there must be support, guidance and belief to push towards overall success. A company should be recognized by what it can provide both internally to its employees and externally to the community.

Offering the opportunity for employees to “buy in” to the process and ultimately, the success of the brand will translate to customers buying in as well. When employees are satisfied with the organization they are a part of and its values, it is much easier to attract customers who are satisfied with what the company offers as well. Employee benefits, incentives, and recognition opens the door for employees to create a cycle of positivity as they begin to recognize the support given, appreciate the opportunity and project the company values into customers.

Externally, standing out to your customers should also be more than the obvious. It should be supported through interactions, consistency, availability and appreciation. Having a brand that guarantees pleasant interactions, consistently provides a satisfactory product and/or experience, goes beyond the status quo. Acknowledging the dedication of loyal customers is guaranteed to maintain consumer share of mind.

While other companies offer the same products and services, going above and beyond for both customers and employees, will help the company become a brand, distinguishing itself from the competition and paving the way toward a tenured future.

Employees, when is it time to walk away? Employers, do you see the signs?

At any moment in your life, knowing when to walk away is difficult. Whether it be a professional opportunity or current career path, recognizing the signs of when to continue on is not always apparent.

From both an employer and employee perspective, the understanding of betterment for the future may be clouded by current situations. Once employees begin to recognize a needed change, their production is also affected tasking employers to take notice and recognize the same signs.

A lack of passion is a key indicator that it is time to move on. While it is completely normal to feel a lack of purpose occasionally, a continuation of that feeling shows a sure sign that the current position is not right. This demeanor is noticeable by both employees and employers as it affects task outcome and workplace morale.

Recognizing an inability to advance professionally signals a time to move on. As an employer, the potential of all employees should be top of mind and, if an individual has reached their full efficacy, it is important to allow them to continue toward maximum growth and encourage forward progression. On the contrast, as an employee, if the main focus is continued advancement and that is no longer possible, recognizing how talents can be utilized elsewhere within the company will prove to be more beneficial in the long run.

If there is not significant growth being seen, other opportunities should be considered. Employees should continuously bring amelioration to their department and the organization. Whether it be through workplace culture, task production or leadership, an employee should positively impact and strengthen the workplace. Conversely, an organization should do the same for its employees by supporting their needs, encouraging their progress and compensating accordingly. If a position or workplace growth is stunted, it may be time to walk away.