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Tag: Success


Executive Hires: Are you Missing Out on Great Candidates?

Is there such thing as the perfect candidate? As an employer, during your hiring process, this is a question you should ask yourself. If you have a long list of qualifications that are required to fill this position, you could let a potential candidate slip through before you even get to the interview stage. Usually, the final candidate hired will not tick every box you once had at the beginning of the process.

Teachable candidates with the necessary technical skills, who are a culture fit should be your ideal contenders. If a candidate is lacking in an area where they can be trained and developed, they should not be overlooked. It’s hard to find quality talent especially in a competitive market, being flexible and transparent can help with attracting the candidates you want.

As an employer, you want to stand out amongst the competition, making personal connections with candidates could identify their management style and how they will fit within the company. Think outside of the box, try not to focus on the minute details of the requirements. The perfect candidate is not out there but finding the right candidate can be done!

Recruitment and CEO Selection for Credit Unions

Working cohesively with the Search Committee of the Board of Directors as a recruitment firm is crucial during the recruitment process. While the relationship between the Board of Directors and the recruitment company is an obvious factor, the bigger picture is finding the right successor.

Making a significant succession decision means a lot of details have to align – A thorough understanding and identifying the core competencies needed to prosper in the position; realization there is not the perfect candidate that will meet a whole laundry list of requirements; and objectivity about candidates a whole, not focusing entirely on who and where they are coming from – including external or internal candidates.

While recruiters can be an essential part of the process, ultimately, each member of the Board of Directors has to be content and satisfied with their decision. Pinpointing the needs of the credit union and who will lead the culmination of the internal transformation process should be the main objective of the Board.

Each credit union is unique, and their search for a new leader is not ‘one size fits all.’

 

Managing Client and Candidate Relationships

Managing Client and Candidate Relationships

Respectable recruiters are successful in managing the two relationships – client and candidate – during the recruitment process. Both relationships are equally important, requiring trust and communication.

Technology has evolved and streamlined the recruitment process, primarily through Client Relationship Management (CRM) software and Applicant Tracking Systems (ATS). These systems are beneficial to recruiters; however, the rapport between the recruiter and their contacts gets lost in translation.

Personal connections are unequivocally the foundation for recruiters, clients, and candidates alike. Simple callbacks and touching base with clients and candidates on both sides of the recruitment process on a frequent basis is essential, making sure both your clients and candidates feel involved in the process.

Getting back to the basics is vital for successful recruiters, especially during the current climate, where we may not be getting human interaction as much as we used to. People want to feel like they aren’t just another number, and reassuring them they are as important as the next client or candidate can foster a reputable reputation.

Competitive Retention Strategies: Mortgage Division

New market, new demand!

Ask yourself, what are we doing as a company to retain our talent within our mortgage division?

The mortgage industry is in high demand of employees, as mortgage rates continue to remain under 3%. Due to the urgency of hiring candidates with mortgage operations experience, employers are seeking mortgage leaders to join their organization.  Quality talent is being swept away by other mortgage companies by virtue of monetary base compensation and incentives.

As an organization facing some of these challenges, employers are being creative on compensation structures to incentivize workers.  Incentives offered are hiring bonuses, retention tools tied to compensation, with the ability to work remotely.

If your company is facing the same challenges, reflect on your incentive strategy and retention tools needed to be competitive in a demanding mortgage rate environment.

Innovative Leadership – What do Companies look for?

More than ever, companies are focusing their attention on recruiting innovative leaders to forge an ever-evolving path for their organization. They want leaders to push the limit with questions, observations, networking, experimenting, and advanced thinking – never ceasing to discover the unimaginable.

Being part of a team who works for an innovative leader, organizational growth can be exponential as they explore new concepts and break down barriers. These leaders have the innate ability to imagine the impossible and communicate their vision to others who will add to the bigger picture. With a charismatic character, innovative leaders foster an environment of futuristic change and are ambitious in obtaining an optimal result.

As new ideas are established and set in motion, enhancements to the company can be used to help drive it to even greater success. Introducing and exploring technological advancements and digital improvements are necessary for growth. Centering on a digital footprint provides companies with an infinite, information-based foundation, leveraging information that may otherwise be unknown or out of reach. With the right digital extensions, the corporate business initiatives will thrive and create opportunities beyond today!

Creating a Recruitment Talent Campaign

 

When trying to attract top talent, the vacant position must stand out amongst the clutter of other eligible opportunities. Establishing a talent recruitment campaign allows both employers and employees to actively align goals and interests in a cultivating way.

Setting clear and measurable goals can be a great start when creating any recruitment campaign. Asking questions like “How many people do we want this to reach?” or “By what margin do we want to increase our overall audience?” allows for quantifiable marks to be set and evaluated throughout the process. When objectives and the end goal is understood, it determines the success built before and achieved after recruitment.

Determining the audience should be the second part of the campaign. It is important to develop a unique communicative platform through company culture videos, social media promotions, evaluating and reviewing glass door reviews and provide community-related blog posts. This will allow prospective candidates to evaluate the value proposition of the company and be the center of any talent recruitment practice.

While those platforms should exhibit the culture, they should also integrate a call to action. A call to action clearly separates the recruiting pool from those that are curious and those that are serious. It should be visible on all facets of communication with potential employees and should be direct and explanatory – providing further insight or action to those that interact.

Talent campaigns are meant to be unique to the position or organization. While every business may be using the same platform to get their message across, influencing those platforms to align with the goals that were initially established will provide recruits with an understanding of what the company has to offer and how they will be part of the success, and significant contributions to the future of the organization.

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.

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.

What defines a high-performing organization?

The ability for an organization to perform adequately doesn’t begin with goals and end with results. High performance is paired with strategic organizational structure and goal output.

Company leadership paves the way towards effectiveness. Through strong leaders, comes engaged and passionate employees focused on the organization’s goals and values. Leadership must have the understanding of the importance of acknowledging strengths of employees and building through weaknesses. This cultural design will, in turn, result in employees understanding their role within the company.

Effective organizational processes and procedures also allows for businesses to see high-performing results. From HR practices to marketing tactics, organizations must have established processes to yield wanted results. Granted, not every position allows for a clean step-by-step process. Solidifying a clear path towards company goals will provide employees and management the proper tools to focus on success should a situation arise that may initially detract from that.

The ability to react appropriately to change and complications sets strong organizations apart from the rest. While laying out an ideal plan of action provides the proper support for success, when things don’t fall according to plan, it is important to have a system that adapts. Growing a staff and culture that is able to manage a shift in plans, shows the strength and longevity of a company’s future.

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.