Human Resource Blog

Helping others understand how your presence could benefit them is still the best way to find the position you’re seeking

By Greg Reynolds

Finding your perfect job is not easy—even in the best of times.

When there is a downturn like the one we’re going through right now, it’s even tougher. But it’s not impossible. It’s easy to get caught up in the gloom and doom—and to get discouraged. 

My advice is “Keep it upbeat.”

There are jobs out there. The average amount of time for the job search has increased slightly. But the candidates we coach are landing the positions they are seeking. Now—more than ever—it’s crucial to keep a positive outlook and maintain an upbeat attitude, and to keep your eye on the prize. 

Fully 80% of jobs are captured through conversations and through networking.

So every day, you should be on the phone or attending events where you get to meet new people, rekindle old acquaintances, and remind the people you know that you’re looking for a position.

Be prepared

Remember, people are naturally willing to help. But they can’t help you unless you help them help you. If the old Woody Allen adage holds true that 80% of success is showing up. The other 20% is being prepared. And if you can’t answer the question: “What do you do?” or “What kind of job are you looking for?” in 30 seconds or less, or you are stumbling over your words, then you are not prepared.

If you’re not prepared you’re not making it easy for other people to help you. This puts too much pressure on them, and makes your request for assistance more of a chore than a favor.

And that will lead you nowhere.

When you’re prepared, you make it easy for others, and it’s a simple matter of doing you a favor.

Make your benefit understandable

What are the benefits everyone understands? Saving money. Making money. Saving time. Making someone’s life easier.

When you’re crafting or revising your elevator speech, do not forget to tell the person that you’re speaking with how you can benefit an employer. Make it understandable.  It’s what is going to make people remember you. And it’s what will get others to refer you to prospective employers, and possibly your next employer to you.

When you’re talking to people on the phone and daisy-chaining your way to the person who will eventually help you find your job, practice your big benefit.

Paint a picture. Illustrate how you can do good for them.  Help them envision how your presence could be a service to them. That makes it easy to then explain it to others.

The person you’re speaking to has to make that mental connection. They have to see how you will benefit them or one of their associates, or else they’ll simply tell you “I’m sorry no-one really comes to mind right now. If I can think of anyone who can help, I’ll let you know”.

And that’s not going to help you get where you need to go.

If you’re going to make real progress in your job search, when you introduce yourself, present the benefit. When you’re telling a story about one of your accomplishment, present the benefit. When you ask for a referral, frame the request as a benefit.

Finally, don’t fall prey to the old fear that you don’t want to call someone because you’re afraid to bother him or her. People are naturally willing to help. And there’s no reason to be embarrassed about being in between positions. Everyone knows someone who has been affected by this downturn.

One thing is for sure. If you don’t make the calls, and if you don’t network, you will never know.

Greg Reynolds is the Director of Client Development for Dise & Company. You can contact Greg directly at the Pro People Page on Diseco.com.

The Revolving Door of Work: What to Do If You’re Headed Out and How to Get Back In

The job market these days may best be described as a revolving door… and you know those revolving doors – you can get squished if you’re not careful.

As the revolving door of employment turns, you’re either going out or coming in. Lots of people are rewriting their resumes and polishing their interview skills. What should you do as layoffs loom? And how do you jump back into the job market at 35, 55, or 75?

How to get through the revolving door of work…

How you answer this question can make or break your organization’s ability to adapt to change in these very difficult times.

“What business are you in?”

“Has your business changed with the economic climate?”

“Are you adapting to change? Or are you unsure of your next step(s)?”

Adapting to change, i.e.—refining your corporate culture and aligning it with today’s economic imperatives—is one of the toughest jobs you’ll ever undertake. Yet it could possibly be the difference between weathering the downturn—or not; or between surviving and thriving.

Most companies have difficulties dealing with change because a company’s culture forms over a period of many years. Typically, the culture is defined by default, unintentionally, reflecting the leader’s management style. It is then reinforced as new people are hired, in part, because they fit the prevailing culture.

Over time everyone gets comfortable and resists change.

For your company to consider cultural change, something significant must occur. Perhaps you lose a key client (or several key clients), you restructure and have layoffs, or face bankruptcy.

You don’t have to wait for a crisis

By definition, a crisis would never occur if executives and managers were proactive about solving problems. Most crises can be avoided if you stay in tune with the changing environment.

In good times when you’re experiencing double digit growth, everything is easy. What happens when the pipeline of new business shrinks to almost nothing?

In tough times, we have an obligation to be proactive, to look at things we weren’t paying attention to before. If you haven’t done so recently, you should gather your management team, and ask the following questions:

1. Are your prevailing values out of sync with your current needs?
An honest appraisal of the values on display in your company will help you determine where you are and what’s required to meet your current needs.

2. Have you articulated the values and objectives your company requires now?
You’ve told everyone the company must now do more with less. But is it OK for managers and executives to challenge assumptions openly? Or do you put a premium on “being agreeable”? Will your company accept risk-taking if there is the promise of great reward? Or are you in survival mode and closed off to new ideas? Are you listening to your line managers and your customers for ideas that could help your company expand revenues, cut costs, or otherwise contribute to the bottom line? Henry Ford said: “We need all the brains we can get, and all the brains we can borrow.”

3. Do you seek out opportunities to celebrate the values that make your company a winner?
Are you recognizing and rewarding the people who are achieving greater results with fewer resources? How about those who bring in new accounts or increase business when everyone else is cutting back?

If you embrace and articulate values that are in tune with the economic climate, you’ll increase your organization’s capacity to adapt. You’ll be in a much better place for the uncertainty ahead.

The question is: “Do you want to be in control of, and define, your company’s values? Or do want to leave it to happenstance, and instead let them define you?”

Ralph A. Dise, Jr. is the President of Dise & Company, the Presiding Director of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

If you don’t know who you’re looking for, you’ll easily find him (or her)

The unemployment rate rose from 6.5 to 6.7 percent for the Month of November, according to the Bureau of Labor Statistics—the economy shed 533,000 jobs in one short month. That’s up 2% from the same time last year.

So, that must mean it’s an employer’s market. Or is it?

On first blush it seems like it is.

The law of supply and demand tells us “the more candidates you have to choose from, the greater the choice you’ll have among candidates, and it’ll be like shooting fish in a barrel.”

Unfortunately, recruiting is not so simple.

In a time of uncertainty, with lots of people on the job market, calculating what they’re going to do next, there are many people to choose from who are “almost-good enough” to take your company to the next level.

But “almost-good enough”–is that good enough?

After you factor in the expense of the search, their orientation and training, having to put up with sub-standard performance and results for a period of time, and if it doesn’t work out, the severance you have to pay the employee to leave, it all adds up.

Real costs plus opportunity/lost productivity costs.

For a six-figure salary executive, the average mis-hire runs in the millions of dollars.

When you’re in survival mode, can you really afford to make a mistake that costs millions of dollars?

Out of all the people out there looking for jobs, there is one out there that is perfect for you.

One who has all the skills you need. One who is a match for your corporate culture.

One who’s able to do more with less people and less money.

One who can do things better, faster, and cheaper.

The real “A” player.

The question is “How do you know how to find him or her?”

Are you going to wait for this person to knock on your door?

If you don’t know who you’re looking for, you’ll easily find him (or her).

There are many people out there who are almost good enough.

Getting the wrong one could be a costly mistake.

The original premise is correct. It is an employer’s market—the employer is in the driver’s seat.

But the job of finding the right person just got harder not easier.

Mark Gonska is Executive Vice President of Career Transition Services for Dise & Company. You can contact Mark directly at the People Page on Diseco.com

The Role of Culture in Recruiting

Having a well-defined corporate culture, i.e., having a good story to tell, is by far the best way to help  you recruit and retain the people who can help your company achieve the success you are seeking.

Whenever I initiate a new  executive search, the first thing I always do is talk to several of the executives and managers get them to tell me their story by  asking them questions about their company:

• Are you a learning organization? 
• Are your contributions valued? 
• Do you value teamwork? 
• What’s it like to work here? Do you like it?
• Are you proud to tell others who you work for? 
• What do your associates think about working here? Are they psyched, engaged, excited by the challenges?
• Do you have a system in place to evaluate new ideas from the people working “in the trenches”? 
• What is your company’s reputation is in the marketplace? For collaboration? For innovation? For being productive? 
• What “excites” you the most about coming to work?

And I get them to tell me the story of their company.

In my role as an executive recruiter, it’s very important to have a good story to tell. After all, the most sought-after candidates, the ones that every company is looking for, can afford to be choosy.

And if your company’s culture has room for improvement, or you don’t have a good story to tell, it makes it more of a challenge.

Unless the candidate we’re seeking is going to have a direct hand in improving the culture, they’re less likely to want to come work for you, or you’ll end up having to pay a premium to attract them.

So a less-than-desirable corporate culture is self-perpetuating.  You are unable to attract the people who can help you the most.

Fortunately, if you have a culture that’s broken, or needs help fixing, there are things you can do. And that’s an area where my company has some expertise.

I am glad to be working at Dise & Company where we are inspired by our leader, and encouraged to continually improve the way we do things, and the way we work together.

We have a learning organization, where I am treated with dignity and respect.

Even though we practice different disciplines of Human Resource Consulting (Corporate Outplacement, Executive Search, and Leadership Coaching), we work not in silos, but as a team.

We’re encouraged to engage in professional development, so I feel like I’m always learning something new, and continually improving.

The most exciting aspect of my work is to present opportunities to people –both employers and employees— that they never considered before, and to effect meaningful change that positively impacts the lives of so many.

And I find that personally and professionally rewarding—that’s what we do, that’s what I do—we make a difference.

That’s my story. What’s yours?

Susan Paley Zak is the Director of Executive Recruiting at Dise & Company. You can contact Susan directly at the People Page on Diseco.com.

You must take action 

By Ralph A. Dise Jr.

When I was growing up, my Dad worked for US Steel, where safety was always a key issue. In fact, my Dad’s annual bonus was conditioned on the annual safety record of the plant he managed.

On occasion, I’d visit Dad at his office. There, I saw yellow signs and stickers all over the place that read: “Knowing’s not enough.”

As a kid I used to wonder, what the heck does that mean…“Knowing’s not enough?”

Steel mills evoke images of strenuous, hot, and dangerous work. But, it’s not enough to know that a work place is dangerous. Your every day behavior must reflect your awareness of that deadly danger too. 

Mammoth machinery and molten metal can be hazardous, unless safety procedures are rigidly observed. Hard hats, safety shoes, protective eyeglasses, earplugs, and fire retardant clothing are a requirement in steel mill production areas.

So knowing is absolutely not enough. It’s the “doing” that counts. To keep accidents to a minimum everyone must wear safety equipment and follow safety rules, every minute of every day. Getting the entire team to behave in a way that keeps it productive, and safe from harm, so each member can return home to his or her family is an important job of plant leadership.

It occurred to me quite recently that this idea of “Knowing’s not enough” is a universal truth in business. For instance, executing strategy is the doing all the things that you must do to make your company succeed.

Here’s a critical question: Do your people, from your top management to your working-level people, know how to execute your strategy? It’s easy for everyone working in a steel mill to understand the need for safety, even so, accidents happen. Your senior staff may be able to recite your strategy, but do they know what to do, how to do it…and are they taking the actions necessary to do it? Do they enlist their people in the strategy every day?

What if you’re trying a new strategy? What if you’re trying to launch a new product Line and cross-sell into existing accounts? Or trying to identify your greatest supply chain risks to avoid predictable loss? Are your people doing what they need to do?

Time and time again, strategic implementations fail.  And when they do, it’s because somewhere in the organization, people aren’t delivering on crucial tasks. They may “know” what is to be done, but they’re not doing it. Someone may have told them. There may have been a lot of heads nodding up and down. But deep down inside, they really don’t know how or why their job supports the strategy and they’re not motivated to take action.

The tactics they’ve been called on to execute don’t compute, and don’t translate into what they’re supposed to do between 8 and 5 (or burn the midnight oil to get the job done).  So everyone proceeds full speed ahead with business as usual –whatever that means to him or her. And the strategy sputters out and dies.

Implementing a strategy, whatever strategy you choose, requires the right culture, the right structures, the right systems, and the right processes. But most of all leadership focused at every level of the organization, committed to the daily work it takes to make the strategy happen.

It’s not about having the best ideas. It’s about executing ideas—even mundane ideas—like hardhats, safety shoes, protective glasses, earplugs, and protective clothing…but making sure they get executed without fail.   

At the end of the day, it’s not about what you know; it’s about what you do and how you behave on a daily basis.  

Don’t tell me you know – show me you know.  Because “knowing is not enough.”

Ralph A. Dise, Jr. is the President of Dise & Company, the Presiding Director of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

How you can polish your networking skills to land a position in a down market

By Greg Reynolds

According to the U.S. Bureau of Labor Statistics, 70 percent of all jobs are found through networking.

The importance of networking, which is a crucial component of any job search, increases exponentially in a down market, because there are fewer opportunities and more candidates competing for positions.

If you are looking for a position, remember many of the people you’ll be networking with will not know of an immediate job opportunity, but they may know someone who does.

So your job is to create a favorable and lasting impression on as many people as possible, until you daisy chain your way into enough interviews where you’re back in the driver’s seat, and you have some options, and find the job you can’t live without. 

Remember you create your own luck: “Luck is what happens when preparation meets opportunity.”

The number of opportunities you’ll uncover correspond directly to the number of networking events and calls you make. The more events and the more calls, the more opportunities you’ll find. Most importantly don’t forget to follow up with a note, an email, or even a phone call to leave a lasting impression on the people who could open the doorway to your next position.

Here are some things more things to can do to enhance your preparation, actions, and follow-up, and network your way into a new position faster.

1. Be prepared

 Create “Interim” Business Cards:  Nothing answers the question:  “Who are you? What do you do?” better than a business card.  VistaPrint offers Free Business Cards, or you can order 500 cards for $11.99 plus shipping. Include your name, a title that the job you’re looking for, and your contact information. Make sure to include your personal email address that looks professional.  If you don’t have an email address, sign up for a Gmail or Yahoo account and use your full name or a variation of your full name.

Practice your elevator pitch:  When you’re networking, you should plan to spend the majority of your time focused on others, and learning more about what they do. But you need to be prepared when someone asks you “What do you do?” Your response should be well-rehearsed, and let them know you’re in between positions, and looking for new opportunities.

Have your resume available (if needed):  At a networking event you might actually run into someone who could hire you. You should have some resumes in a folder if needed. But resumes should be given out only to those who ask. Don’t be tempted to start handing out resumes because then you can look desperate. You want to look prepared not desperate.  

2. Move into action

Attend as many events as you can:  Seek out many different types of social functions.  Social events are a great way to network with people who are not always connected in your business circle: Holiday Parties, Church Functions, Non-Profit Fundraisers (if you can’t afford to give money—offer your time),   Professional associations (Not a member?  Ask to attend as a guest),  Job fairs, Job Search Support Groups, and more.  Remember you never know who you will meet and where.  Did a neighbor invite you to join him at the annual non-profit fundraiser he attends?  Go.  Because you never know who he might introduce you to that is looking to hire or knows someone who is looking to hire somebody exactly like you.

Make a game of listening: Remember, if you’re going to engage others. It’s not about you. It’s about them. Ask questions: “So what do YOU do?” “Where do YOU come from?” “How did YOU get started doing that?” It only takes a few questions to get the ball rolling. People love people who are good listeners.  Your objective should be for people to say: “Wow, I’ve really enjoyed speaking with you—so what is it that YOU do?” And that’s your chance to give your elevator pitch. 

Bring your gear and your goals:  Business cards should be exchanged with everyone.  See how many business cards you can collect.  Make a game of it. Make sure you can answer who you are trying to meet and what is your desired goal or outcome.  Do you want to walk out of the event with 10 new contacts?  Make sure you talk to twice that many people.  It will increase your potential outcome for achieving your goal. 

3. Follow up

Don’t forget to say “thanks”:  Send a thank you note, and email or a follow-up phone call after meeting someone who could help you. Thank them personally every time you connect with one of their referrals.  It keeps you top of mind.  Schedule contact on a regular basis to keep them updated on your search, and keep them involved until you have found the job you’re looking for.

Make the best use of your time:  And be cognizant of other people’s time. When you’re making follow-up phone calls, instead of requesting an informational meeting (which could take away time from you finding your next position), be honest and tell them you’re on a mission to find the job you can’t live without. Give a short description of yourself, i.e., your 30-second elevator speech with a big benefit statement, and say “Do you know of anyone who could benefit from hiring someone like this?” If you end the call with two or three (even one) more new contact , you’re that much closer to landing a new position.

Use Social Networking to your advantage: Create an account on Linked-in and Facebook, and request the people you’re speaking with link back to you. In your profile, simply put “Looking for a new position as <your title>”.  That way people will now you’re in the market, and when they link to you, it may occur to them that they know someone in their network who could help, and introduce you on the spot.

Networking, especially in a down market, can produce positive results if you’re prepared, you’re active, and you follow up effectively.

If you follow these three simple guidelines, you will be well on your way to landing a new position before you know it.  You may even surprise yourself at how much fun the process can be, and the new friends and connections you’ll make who could help you for the rest of your life.

Greg Reynolds is the Director of Client Development for Dise & Company. You can contact Greg directly at the Pro People Page on Diseco.com.

How to build lasting results through proactive management of key positions

By Bill Marshall

Many companies are plagued by what I call the ‘out-of-sight, out-of-mind syndrome.’

It is usually caused by, more than anything, having way too much on your plate. A very common condition in today’s business environment.

We see companies with operations that were at one time highly profitable slip slowly into marginal profitability.

Recently, one of our clients discovered that morale at one of their most important factories was at an all time low.

After investigating the reasons for the low morale, it became clear that the plant manager was treating employees unprofessionally, and that he operated the plant not as a leader should, by setting the standard of behavior, but by creating a culture of fear and intimidation. This plant manager’s abuse of power created palpable dissension, and virtually destroyed any semblance of team spirit. It became increasingly difficult to hire workers near the plant because this manager’s reputation was so bad.

After the plant manager’s termination, we conducted a dedicated, focused search to find a manager to replace him. However, not all the candidates who applied for the position, after learning of the situation there, wanted to work in an environment that was so hostile and emotionally charged. Many of the candidates eliminated themselves from the running. 

After a thorough search, we identified two exceptionally qualified candidates, either one of whom would have been great for the job. Eventually, the company chose the candidate who lived the closest to the plant, and who had a proven record of accomplishment of improving morale in several factories he had managed previously.

Several months have passed, and after just a short period of time, this new plant manager has had an important impact on his new employer. Morale has improved. Productivity has improved. Turnover has been greatly reduced. And profitability has returned.

To many, this sounds like a management nightmare. But these are precisely the types business needs that we seek out. It’s not easy. Terminating a key manager never is. But sometimes it’s best for everyone involved.

In this instance, each of the stakeholders wins: (1) the employees are treated professionally and with courtesy and respect, (2) the new plant manager found a new position of responsibility and trust, (3), and the client company is charting a course to higher profits. 

It makes me glad to know that we, as executive search professionals, by helping companies proactively manage key positions, can make an essential contribution to the success and profitability of our clients.

Bill Marshall is the Vice President of Executive Search for Dise & Company. You can contact Bill directly at the People Page on Diseco.com.

Leadership takes practice—and here are 3 things you can do today to be a better leader

By Ralph A. Dise, Jr.

If you have ever needed to work with—and through—others to accomplish an important goal, then you know how important leadership skills are to your success.

Drawing from my own experience running a business for the last 18 years, and observations I have made throughout my career in human resources, it is my conclusion that while “natural-born leaders” do exist, they are few and far between. 

I also believe that leadership is a virtue.  Virtues are characteristics valued by our society because they promote both individual and collective well-being, and thus are “good” by definition.

My experience in Leadership Cleveland (Class of 2003) taught me that leaders are not somehow anointed by the “powers that be”, but rather, they are self-appointed. They stand up and take charge of a situation. Then they become acknowledged by others to be leaders.

 To be an effective leader you must display leadership qualities that other people want to emulate, and follow.

Getting the most out of your people requires thoughtfulness, an open-mind, and a willingness to approach challenges with a trial and error approach. Over time, every leader creates his or her special style that is reflected in the organization.

Yet there are three fundamental characteristics that all good leaders have in common:   

1. A good leader sets the example for behavior.
Your job is to establish the culture and the environment for your company (or business unit). You need to show by example the way that people (vendors, peers, associates, and customers alike) should be treated and the way objectives should be pursued. Your standard is the one your people follow. 

2. A good leader is attentive to the needs of his or her people.
Your people have needs, and you need to be on the lookout for what only you can provide them to improve their skills and their performance, whether it is in the form of:  compensation, recognition, appreciation, mentoring, and/or discipline.

3. A good leader is open to suggestions and ideas.
If you have employees who have ideas that you have tried once but failed, you can show how you trust them by listening and letting them make mistakes, too. We all make mistakes, and as long as we learn from them, we can only get better.

People need to know, most of all, that their leader trusts them. 

If you don’t show your trust, your best employees will leave you because they feel stifled, and they know they can do better elsewhere. This leaves you with the mediocre employees who will stay on because they are accustomed to being micromanaged anyway.

If leadership is a virtue, then ineffective leadership is a vice which is typified by micromanagement. 

Based on all my experience in business, and as an HR Professional for my entire career, the number one thing you should avoid at all costs is to be a micromanager because it is the antithesis of good leadership.

Being a micromanager means you are doing the work that you’ve hired your employees to do. It means you are doing their work for them (while neglecting your own), or supervising them to the extent that you might as well be doing it yourself.

No one likes to be second-guessed and no one likes to be shown how to do the job they were hired to do. It is unfortunate that many otherwise-savvy executives second-guess their people all the time, and they’re not even aware of this destructive behavior.

While unproductive leaders may achieve a modicum of job security, it comes at the price of an unhealthy, unhappy organization.

If you are in a leadership role right now, or you desire to excel in a leadership role, I hope that this provides an insight that will help you (1) set the tone for your organization (2) be attentive to the needs of your people, and (3) be open to ideas and suggestions, and thereby become a better leader.

Ralph A. Dise, Jr. is the President of Dise & Company, the Presiding Director of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

But making mistakes does not mean you’re not an “A” player, on the contrary…

By Greg Reynolds

You’ve probably heard that saying: “A players hire A players, and B players hire C players”.

But does this mean you can’t hire someone who’s ever made a mistake? Absolutely not. Or that you have to have a perfect hiring record or else you are a failure? Emphatically not.

Great people hire great people. Mediocre people hire candidates who are even more mediocre than they are, so they can feel superior to them.

Ineffective people typically hire very, very ineffective people, because they are threatened by anyone who is anywhere near as good as they are.

When you’re looking for talent you have to be sure to keep this in mind. It requires self-confidence and self-awareness. Don’t be afraid to hire people who are better than you. Hiring “A” players is the only way to build a top-flight organization.

Don’t be afraid to hire someone who’s made mistakes either. There’s another saying: “If you’re not making mistakes, you’re not trying hard enough.”

In fact, people who have made mistakes yet keep working in the same industry can be some of your best hires. “A” players who have been knocked down hard, and have gotten back up, will bolster your talent pool, help you compete more effectively, and will contribute in a big way to your be success.

Here are some key attributes to look for when searching for “A” players: 

Passion… Do the candidates show enthusiasm for your industry and the type of work you want to have done? This demonstrates that they’re in the right career.  If they’re happy and self-motivated, their enthusiasm will be contagious and will motivate other team members.

Practice over theory… Do the candidates demonstrate how to be practical and get things done? Past performance is the single best predictor of future achievement. It means they’ll be able to get more work done in less time, and that they’ll be thinking of tactics that can help them achieve their objectives. 

Emotional intelligence… Do the candidates demonstrate empathy and caring for others? The top candidates know how to motivate themselves and others, and are easy to work with.

So remember to look for “A” players, but don’t be afraid to hire people who’ve made a few mistakes along the way.

Greg Reynolds is the Director of Client Development for Dise & Company. You can contact Greg directly at the Pro People Page on Diseco.com.