I was struck by a conversation I had with a gentleman yesterday about his job search. He mentioned that it had been some time since he really had to look - every other job was found by way of referral or through former partners and vendors. He was certainly fortunate that way, but not atypical. He continued to say that he is far more comfortable calling people than he is updating his online "profile" or trying to connect with people on LinkedIn, Twitter or Facebook for his job search.
Okay.
I see poll after poll (and probably developed one myself at some point) asking - what is the best way to find a job and then there are a series of possible options to include:
- referrals
- networking
- social networking
- use a recruiter (my personal favorite and a highly under rated resource)
- etc, etc, etc
If you are looking for a job, the absolute best way to find one is to check “yes” to each one of these. Don't stop with this list, follow the advice of our sample guy and call some people while you are it. I remember before I went to work at PetSmart in 1996, I would wake up, shower, shave and put on a shirt and loose-fitted tie (no jacket, I live in Phoenix now, for God's sake) and call businesses from the Yellow Pages asking if they needed someone just like me. Seriously. And guess what, it did not land me the job I ultimately found. That job was found when I went into my after “lunch” routine of driving around my new home and knocked on doors--still with my loose-fitted-sans-jacket look--and filled out applications with the receptionist. And guess what, that did not land me the job either. What did? I sat down and said, there are three things I absolutely would open today if I had the money - a hardware store (went to the area Lowe's and Home Depot and collected my applications), a gas station (not sure why that one even entered my mind, but I rarely saw them closing down in 1996!) and a pet store. Not being from Phoenix and in 1996 PetSmart was still small enough to not really be 'known' outside of Phoenix, I decided that the "pet store" called PetSmart at Bell Rd and 19th Avenue looked like another perfect candidate.
I walked in—and who happened to be working there that night, but the former college recruiter for the company. He wasted no time in having me complete the application (still wearing my loose tie at 8 p.m. and, yes, I brought my own pen) and interviewed me in between getting called to the front office while cashiers were counting down their registers.
Lo and behold I found my home for the next three years - placed immediately into their newly created "management training program" which started at $4.25 per hour. I was employed and happy for the paycheck.
How long did this process take? 3 months and 4 days.
1996, people - no internet that was worthy of trying to find a job. No LinkedIn and certainly no Twitter (pretty sure you could get arrested for even saying "I just tweeted" in public in 1996).
In other words, what used to work still would work, but very few people still do it. What works today also works today, but most everybody is doing that and ONLY that.
So what is the absolute BEST way to find a job. Do everything you can to stand out - all kinds of things, talk to people about what is working for them and ask yourself - When the 'crutch' that we all might be too dependent on today wasn't yet there, what did you do? Do that!!
As witnessed on the reality show “Undercover Boss” tonight, a company executive can learn a lot about themselves by working in the field with their people. They set out to make what they believe will be the most important discoveries they can make as an Executive, whether their message is reaching the employees and with what “filter”. The message tonight from Mr. Cloobeck was that YES is the motto of the company. The great thing about this episode is that you believed - entirely - that he was in charge of his company. I have always watched the show wondering how a CEO could allow certain things to happen, not tonight!
Stephen Cloobeck is a very genuine and very interested ‘boss’. What he learned on the show is that even with his message being delivered to all levels of the organization, there are some aspects that are missed. More importantly, however, he learned and we witnessed that this was a less important discovery. By working with his people, Mr. Cloobeck gathered insight that can help him and the company grow and gain even more traction. He was also learning about the values that drive his people and which will ultimately help him retain his most valuable asset, his employees.
Glad to count DRI as one of our customer's - they made it easier to recruit for them by showing their CEO "in the trenches" and displaying that his heart and soul really are the fiber of the company he is building.
Kudos to Undercover Boss for getting it right this time.
Business owners often agonize over the decision to share news with employees, especially when it may have a negative impact on the company. Believing it is their duty to protect the team, managers may try to act as a buffer against information that can discourage productivity. Yet rampant rumors, whether they are true or false, always do more damage than the candid truth because trust is born out of honesty. As a result, transparency is critical if team members are to feel valued and remain invested in the future of the company.
While managers may not want to jeopardize the future of the business, it is important to realize the livelihood of each employee is in your hands. Employees have a right to know about sensitive situations that may affect their employment status. An impending problem may be just the motivation employees need to work more intensely, purposefully and productively, which can dig a company out of a temporary hole. As a recruiter, I hear employees frequently say that "the company is doing so great, but I am seeing none of those rewards" or the flip side of "I sense that they aren't telling us everything and I need to prepare for the worst".
Although frequent, open and honest communication with employees is essential to success, managers must be careful about oversharing. They can become trapped by expectations that every detail will be shared with each breaking development. Unless specifically seeking feedback on how to move forward, information should only be disclosed once a documented plan of action is devised.
When information is released, it must be tailored to the audience. Top management will necessarily receive a detailed report outlining the problem, while employees may only get a condensed summary. C-level executives will be involved in crafting the strategic plan, while middle managers may lead team brainstorming sessions to identify supporting goals for the new corporate objectives.
Realize that not all employees handle information the same. Age, personality, family status and culture play enormous roles in how news is received. Although most employees appreciate open communication, some can interpret good news to mean they are not receiving their due share. Others may decide bad news means it is time to update their resumes. This may cause the company to lose talent at a crucial time when everyone is needed to save the company.
Strong businesses are created through honest communication, which means telling the truth is the best policy. When details are not shared, the company looks like it is hiding something. Yet negative news has the power to derail productivity. Striking the right balance is critical to keeping a team motivated and empowered. I contend that in 2012, being intentional about the way we communicate will help us lead through what is going to be a strong uptick and retain our best and brightest employees.
Serving on the Board of Directors for www.KidsatHope.org I know that around this time of year we will all be asked (or will be asking) for donations. When seeking financial support for your own organization, it may seem easier to approach friends and family, rather than customers, vendors and businesses, especially when everyone is asking the public to back their worthwhile campaign. However, to create a thriving, well-rounded program, it is crucial that you reach out to your entire network and community for support.
Cultivating donations is not about asking for money, but rather inspiring others to view a problem in the same way as you, and convincing them the work your organization does is the best solution. Donations and contributions will arrive when others believe in your cause and have faith in you.
The reason many nonprofit directors are apprehensive to approach new donors is because they believe donors possess all the power. To overcome the intimidation factor, you must fundamentally understand that you both bring something important to the table. Their money and resources, combined with your diligent work to fix this urgent and relevant issue, will transform the shared vision into a reality.
It is also essential that you understand your donors. What problems can you solve for them? Why is your organization the best choice? Large donors must be approached with an offer for a practical, mutually beneficial partnership. Think creatively, such as trading community service or complimentary membership fees in exchange for construction services, office furniture or program supplies. At first, receiving a no can be devastating, but always accept the answer graciously because you need to leave the door open for future discussions and opportunities.
You will spend less money in the end if you invest in the retention of existing donors as well. It not only costs more to recruit new donors, but it also often results in lower donations.
Rather than casting a broad net, develop strong relationships with key community leaders who have a gift for drawing in other people.
The only way a nonprofit organization can succeed is with the support of every member, from the board of directors to the recipients. Each person must know how their role is vital to the mission. Those who cannot afford to give money can be encouraged to donate time, while those who have moved on from the program should be inspired to pay it forward. To get everyone involved in the ask, invest in training seminars that help members shape their messages and boost their confidence in approaching local businesses and community leaders. Once they understand how to ask for support, their passion and enthusiasm will become contagious.
Support your chosen organizations and we can all do our part to help those in need.
Happy Holidays!
Today celebrates 9 years in business for Phoenix Staff. Through all of the changes in the economy we have been fortunate to assist our clients and candidates for such a long period of time.
I am encouraged, more than EVER before, by what we are seeing heading into our 10th year.
Though a couple of customer's have shifted or changed in that 9 years, Phoenix Staff has maintained some core customer's and relationships who continue to help us build our brand, grow our company and build the local economies that we serve.
Thank you for a wonderful 9 years of opportunities.
I am tremendously grateful to all who have shared in this company's success.
Even in a robust economy, at least 70 percent of corporate positions are landed because of someone you know, according to several data sources. In a weak economy, the adage is never more true, especially for entrepreneurs and the self-employed, whose business survival is directly related to each contact and sale that can be generated.
Social networking has increased dramatically since the economic downfall in 2008. However, those who are thriving have learned that networking is more than just filling a contact list with names and numbers. It is about making personal connections, building relationships and offering reciprocal help even when there is nothing to gain in the short term.
In 2005, entrepreneur Keith Ferrazzi explored in his engaging book, Never Eat Alone, how successful business professionals are able to flip new acquaintances into life-altering relationships. Ferrazzi contends that the primary difference between networking and connecting is the ability to help others build their networks while simultaneously building your own. By passing on knowledge gained, others will be more willing to share their knowledge with you. Success fundamentally rests not only on the ability to reach out to other people but also to build real connections. Ferrazzi calls this genuine relationship building.
This concept of quid pro quo has been around as long as business relationships have existed. The point is to not keep score, to reach out when you do not need something, to help whenever you can. It is important to identify what your colleagues need, then offer creative, valuable solutions. This can be as simple as sharing a link on Facebook to a recent research study in their industry, referring a client to their services or just being there to listen and brainstorm.
This idea of networking through relationship building is one reason why professional social sites, such as LinkedIn, Xing, Viadeo and Plaxo, have experienced such phenomenal success in the past few years. LinkedIn is growing by 1 million users ever week, while a new Social Recruiting Survey by Jobvite [http://www.insidefacebook.com/2011/07/12/report-percentage-of-companies-recruiting-on-facebook-stagnates-growing-just-0-7-this-year/] indicates that nearly 87 percent of businesses actively recruit using LinkedIn.
LinkedIn’s Press Center [http://press.linkedin.com/success-stories] recently released several success stories, including an Italian lawyer who has converted 70 percent of his international connections into clients, as well as an American entrepreneur who landed an executive position with IBM through his profile. Each story contains one similar element – they all focused on developing quality relationships with each person they befriended rather than just amassing a large number of nameless followers.
Many more of these stories exist and will grow. I would love to hear from you about your own.
As the economy continues to come back with as much gusto as it is, our customer's continue to be challenged by retention. We don't ever solicit our own customer's employees, of course, but when we are recruiting from elsewhere, we certainly know what makes someone easier to pull away from their current employer. As mentioned in an earlier post, we are seeing counter offers (rarely, if ever, successful), multiple offers and employees being referred in to new companies after their former teammates have joined the new firm as well.
Lots of things can lead to managers getting "comfortable" with the thought that their employees won't leave them. Here are just a handful of things to think about when it comes to retaining the best on your team.
- The work has to be challenging, not easy, boring or done in 4 hours of an 8 hour work day. Most of the people you want to keep, but who are the hardest to retain are those who are always asking for more to do. Find more for them to do or they will.
- Don’t start believing that there aren't enough options out there and get comfortable with the thought that even if an employee starts looking, their chances of finding something are slim. Not the case! There are lots of tech jobs for highly qualified people - the ones for the people you don't want to lose.
- The thought process of, “We made it through the worst economy ever, how could they leave now?” is not your best bet. If your current employees experienced any layoffs, pay adjustments or bonus rollbacks during the “worst economy” that have yet to be reinstated or explained, you risk losing people because they have yet to be made whole. Their loyalty to you will be dictated by yours to them (and others).
- Offering a “hands-off” management style isn’t always what employees want. Not every employee is built the same. Many employees want to have a more hands-on approach to feel they are wanted and to know they are delivering on the expectations of their manager.
At the end of the day the best approach that anyone can suggest is to ask your employees what will keep them there. When you can establish the communication with your employees that gives them a say in their current role and the future of not only their role, but that of the company, it should go a long way toward retaining them.
I was at lunch today speaking with a fellow runner who we just placed in a new role. As we got to talking about family and kids, we chatted about the fact that we all are reluctant to really learn the importance of "pace" - it is a critical thing. When you run more than just a few miles, you have to start slow, a very counterintuitive process especially when you are in a field with a few thousand runners. The first few runs I did I distinctly remember that I was moving at a great clip for the first 2/3 of the run and then suddenly hit a brick wall that slowed me down to a degree that I was very ill-prepared for, and which made me feel ill quite honestly. I hadn’t had enough conversations with folks about pace, felt extraordinarily confident in my abilities and took off as if the adrenaline would get me there – oops!
Running in a race, like anything else in life, is only worthwhile when you have a goal in mind (beating your personal record, beating the 4 hour mark, getting your heart rate to stay in a specific zone, etc.), without a deliberate and concrete vision of getting from start to “finish”, your goal will remain just that, a goal!
In order to finish strong, you have to know what the finish looks like and then execute to that plan. People who say they merely want to finish almost ALWAYS have a time or pace in mind that they want the end result to look like.
Obviously there are many aspects that are as important as pace, but it struck me that as businesses are thinking about their own hiring trends and growth plans that it plays one of the most critical roles. If you know where you are headed, the hiring process should seemingly be much easier than if you don’t. When we experienced what we experienced in 1999 with the hiring craze, companies, for the most part, moved way too fast and were left with people who weren’t doing anything. Today, there is a hesitation to hire and people aren’t getting the critical work that needs to be done, done.
Once the plan is in place – execute to that plan. Hire where you have the most critical functions and make sure you have those strategic people in place before you try to bite off too much. What we witnessed in the past doesn’t have to happen again, but we also don’t want to stifle our own growth and potential by slowing our pace down too much.
Most runners will attest to the fact that they count the number of people who pass them – as long as you pass more than pass you, you have had a successful run. Same is true in business – keep pace or get outrun!
I heard author David Avrin speak at a recruiting conference in Phoenix last week. Aside from being a great speaker and touching on some very obvious, but often overlooked areas of branding and brand identity, he gave an inspiring presentation on what some (i.e. ALL) agencies in this industry do – offer nothing that makes them unique. The interesting aspect is that we all think we do and that we are - unique. Each of us thinks that we offer the best candidate to our client, we all say we have a unique process and we all believe we are able to attract the best talent because we have the best opportunities. Each one of us believes this to our core. It simply isn’t true. Each of us fish from the same pool of resources, each of us work with the same customers and we all use the same resources to find those candidates and clients. We are all looking to build the best relationships and each of us knows as many people looking to leave the client company as we do those who want to join that very same company.
So, where does this leave us? Well, if everything were indeed the same, we would all be looking to move out, but this industry offers us all a tremendous chance to do something that other industries don’t. It gives us a chance to change people’s lives for the better. As another speaker will always say, things can be going along great in your job and then, “bam, life happens”.
Now, you can be in this industry for the money and you can be in this industry to move from agency to agency and simply be in a sea of sameness forever, or you can make an earnest attempt, as I believe we do, to change lives for the better. The Phoenix Staff brand, if you will, is Education. A bit nebulous? Let me explain
What does Education mean at Phoenix Staff.
- It starts with our internal team – we offer training that develops those who have no experience in the industry an opportunity to get experience. I believe those who have no preconceived notions are the easiest to turn into great recruiters. You can teach someone to take pride in the fact that they are in a life changing career. I struggle however, to get the “transactional” persona to go away if someone already has it embedded inside them – those focused on the dollar tend to not last long at Phoenix Staff. When the belief system is preached and practiced it becomes a part of you are – good or bad. Those who don’t buy-in will elect out – good or bad. I have worked with as many people who are passionate about the relationship and the outcome for all sides as I have for those who worry about the money. I know who I prefer to work with and have the luxury of choosing to work with (and “grow our own”) of those folks.
- Educate ourselves so that we can educate our candidates with a top-down approach. In order to give good advice to candidates who are looking for work, you need to know what the work looks like in a year, 2 years and 5 years down the road. In technology, obviously, it’s difficult to see that far in the future with any clarity, but the folks who are at least looking that far ahead are those who are at the top of the Technology food chain, the CIOs. We interact with the CIOs in every market we serve so that we know what’s on their mind and can give good insight to our candidates as they look to further their own training or education. If we don’t know what’s coming, how can we give solid advice?
- We make it a community effort. When you make a statement as broad as “education is what defines us”, you need to enlist the help of more people than just your own staff. We have built an outreach program to the local schools, universities and community colleges to engage with students as they make the decision to direct their education toward a technology discipline. As recruiters, being interested in a person’s future is a natural inclination. Though most of our clients don’t hire us to find recent college graduates, being involved with students and helping them with direction will enable us to stay connected with them when they do graduate and move into the areas our clients will need their assistance. We just look to establish that connection earlier in their “career”.
So does all of this help separate us from our competition? I would imagine that it does, but as David poignantly mentioned during his presentation, “your ‘brand identity’ is what comes to mind when your customer’s hear your name”. I hope that as we build this as our own reality that Phoenix Staff, the “education focused” recruiting company comes to the minds of those who hear our name.
A heads-up display on an aircraft gives the pilot the ability to see the most important instruments including the attitude indicator or “artificial horizon” as it is sometimes called. This gauge is the one that lets the pilot know if she is flying toward the ground or toward the open air – definitely an important one to have in the field of view. When you are flying in bad weather, I believe the case can be made that it is arguably the most important gauge in the entire cockpit.
Some people have made the comparison that running a business is similar to learning to fly a plane. With the benefit of both under my belt, I agree with the analogy. So then the question comes up, what’s the most important instrument in the cockpit when running a business? Is it the pipeline of business to be closed, is it a P&L that shows you the business that you already closed, is it the list of the highest revenue producing customer’s over the past 18 months or, as in my industry, the list of candidates you have placed in the last 18 months? What can help you “fly the plane” when every other instrument fails you or the weather gets so bad that you don’t know whether you are flying toward the sky or spiraling to the ground?
You want to choose at least 3, but have to have at least 2 at all times, right? That has to be the case, but what if it isn’t? What if you find yourself working so hard to keep the air in flight that you zero in one just one of the instruments to run the business and fail to even notice that the others are there? I found myself there in the past – it’s a scary place to be, for sure. For us, it has and always will be our network of referrals. We have been fortunate enough to have people refer business our way for more than 9 years, consistently. Without people saying, ‘hey, you need to know Phoenix Staff”, we would have had a much more challenging time.
Our mission is and will always continue to be providing the highest level of service to our candidates and our clients. Whether we deliver on that mission is going to be proven by our “attitude indicator”, the percentage of people we connect with through our existing customers and candidates.
We value your referrals beyond words – it is what keeps our business soaring.