Don’t get your foot “caught in the door”

“I want to get my foot in the door” is a blanket statement that people say when they have no idea where they want to go or what they want to do. The best candidates will have already determined the general route for their career. Think of it as getting on the highway, you need to make sure that you are headed in the right direction.

Learn the details of the jobs you are targeting

College students are often not sure what options are available to them, so they say things like: I want to be in “sports marketing” when they in fact mean that they want to be in marketing for a sporting goods company. The difference is that in a sporting goods company, sports marketing may or may not be the focus. Only companies that sponsor athletes or events or are in the sports business have sports marketing.

There are many facets to the “marketing mix”, but students often do not understand the difference or how to articulate it. For example, a student might be interested in pursuing product marketing, brand marketing, public relations, or marketing communications. All of those things fall under the umbrella of marketing. It helps to be as clear as possible. A lack of awareness will make you look clueless. I have found that the students who have made an effort to actively pursue internships tend to be more aware of the direction they want to go and are better equipped to articulate their interests.

Do the research

In addition to pursuing internships, my recommendation is to use LinkedIn to identify and research what job titles and career paths exist within the industry. Try to look for themes and determine what things you think you would be best at doing based on your knowledge of your strengths and interests. There are many types of outdoor and sporting goods companies too, so be specific about what you are targeting. What type of experience do you want to gain? Use LinkedIn to research and follow companies. Determine what the entry-level jobs are and find people to connect with regarding those jobs. Again, it helps to be specific and to be able to genuinely communicate how and why you align well with the job and career path.

Make a list of target companies, go to their websites and look for internship programs or recent college grad programs in the career page area. If they do not have it on the site, then call them and ask to talk to someone in HR about internships. Use your career center resources at your college or university to connect with Alumni.

Recognize that you need to start from the bottom up

Too often, naive recent college grads tell me that they want to be in a “management role.” My response is that you can’t manage something that you know nothing about, you need to learn the business from the bottom up and work your way up based on merit and performance. There are no short cuts.

What is most important is to be the best that you can be no matter what level job you are performing. If you are successful, patient, and make your aspirations known, you will eventually make progress and break through to a successful career path.

For more advice on job search strategy and some tips on interviewing and resume writing, check out the rest of the blog: www.notogroup.com/blog.

According to James Berkeley, Director of Berkeley Burke International, however, there’s still a disconnect. “The decisions made regarding what benefits to offer are often based on subjective viewpoints, viewpoints that are far removed from the actual needs of employees.” Rather than assuming you know what your employees want, Berkeley suggests you ask them. Though answers will vary, many people are interested in more benefits in these areas:

• Healthy Living and Wellness Benefits. Susan Combs, President of Combs & Company, “The biggest benefit that employees ask for is gym membership reimbursement.” Wellness programs like WalkingSpree–which creates walking clubs, assigns teams and creates competitions – are another great way to motivate and engage employees to live healthy (thereby reducing your health care costs).
• Flexible Work Options. Telecommuting and other forms of flexible work options make employees healthier and happier.  And as Sara Sutton Fell, Founder and CEO of FlexJobs points out, studies show that, “Employers who offer flexible schedules and alternatives to the traditional nine-to-five not only see higher productivity, but also save on health-related benefits they already offer.” Stanford University conducted a big study that showed that telecommuters were four percent more productive than office workers, working more hours and taking a larger workload.
• Commuting Relief Benefits. More and more are looking for commuting relief benefits from their employers. Incentivize carpooling; use services like Transit Chek so employees can purchase transit tickets with pre-tax dollars; Or promote healthy living and alternative commuting options by installing bike racks your the office.
• Perks You Can Afford. Great perks aren’t just for the guys in Silicon Valley. Many companies–big and small–bring in a massage therapist who offers chair massages to employees. Convenient and relaxing, this perk costs the employer nothing and might just keep employees in the office longer. Others adopt reward programs like BetterWorks where employees are given an allowance to spend on discounted food from local restaurants, dry cleaning, gym memberships and more.

Clearing The Great Leadership Hurdle

By offering benefits that are actually competitive, an organization can set itself above the competition–and build a strong culture of engagement and motivation. But as Eddie Trieber, CEO of HRI, points out, “Getting there requires the support of leadership–and there are a few common concerns that need addressing.” Leaders are often focused on Costs, Immediate Benefit, and Employee Utilization. It’s up to you to deliver on these key points.

Address the issues of cost by reminding leadership how little (if anything) creative benefits cost the organization. It might also help to frame benefits in terms of investments–not costs–in new employee acquisition and retention. And educate your employees. Actively promote offerings in your recruiting strategy. Use open enrollment to re-educate employees. Add FAQs and educational content to the employee self-service portals in your HRMS.

About the Author: Kyle Lagunas is the HR Analyst at Software Advice—an online resource for reviewing and comparing HR and recruiting software. For further reading, you can find this full article on Kyle’s HRblog.

At 30, “Dave” had already compiled an impressive array of accomplishment, including the successful management of a retail team of 30. Generally, I advocate for high-potential talent growing into roles beyond their experience. In fact, there is evidence Millennials (aka ‘Gen Y’) are more equipped for success than previous generations.

In this case, however, the risks associated with promoting Dave outweighed his ambition and qualifications. Having only been with the organization for one year, Dave’s breadth and depth of experience didn’t satisfy the board’s requirements for their new GM role.

I gently told Dave that he had great potential, but that his experience was not competitive in this candidate pool; the board wanted a seasoned executive with a proven track record, trusted experience, and a strong vision to take the small entrepreneurial company to the next level. A stretch assignment, I told him, was not appropriate for the role.

It seemed logical to me, but Dave disagreed. He met each of my arguments with calm, strong pushback.

What interests me most here: Dave’s resistance to recognizing his shortcomings in light of more veteran candidates. It made me wonder how this very large, confident generation will change the dynamics of talent acquisition, development, and retention as they gain experience and elevate their game. Trends suggest that Millennials are more strategic and proactive about clambering up the corporate ladder.

Ready or Impatient? Motivated or Unrealistic?

According to Nick Shore, SVP of Strategic Consumer Insights and Research at MTV, “Millennials are not just a more voluminous generation than Boomers, but better educated, more self-esteemed, more demanding, more technologically savvy, more empowered and wired to win at the game of life.” As this generation climbs the corporate ladder, their expectations and abilities are sure to reshape the organizations they aspire to lead.

To some, the Millennials’ ambition may seem unrealistic and impatient. Cali Williams Yost counters, “Millennials watched the concept of work and career change fundamentally.” Their aspirations are simply the product of the market from which they emerged. ‘Unrealistic’ may be an unfair label. The rules of employment have changed, so Millennial behavior and expectations are shifting, too.

Shifting, indeed. Pew Research articulates this group’s mercurial tendencies; “Members of this generation are far more likely than members of others to say they will one day be working for someone other than their current employers. Nearly six-in-ten younger workers (57%) say it is not very likely or not likely at all that they will stay with their current employers for the remainder of their working lives. Among Gen X workers, those numbers are virtually reversed: A 62% majority say it’s likely they will never leave their current employers.” With a well-earned reputation for job-hopping, what are we to make of this generation as it enters the executive echelons?

A lesson in patience or flexibility?

Ultimately, Dave was not considered for the CEO position. He was commended for his ambition and drive, but told that he needed more experience. His story makes me wonder about this generation of executives. How many will accept the exhortation to be patient, and how many will react with a new job search?

How can we accommodate the Millennial’s ambition while retaining them over the long term?

To retain this talent and help them grow into their aspirations, I suggest:

1. Structure for choice. Consider your organization in terms of career paths. Create logical job ladders and rotations to foster broad and deep expertise. Think in terms of projects, initiatives, and stretch-assignments. Would a formal mentoring process add value?
2. Leverage their taste for speed. This generation likes to learn and grow. A shorter promotion cycle, coupled with more frequent, smaller steps doesn’t have to cost a lot of money, and could satisfy their lust for variety.
3. Allow room for failure. Identify opportunities for pressure-testing high-potential Millennials. Single out individuals for special programs. Don’t coddle; let them experience what it means to take it up a notch. Follow Wieden + Kennedy’s advice for fostering creativity and testing potential quickly; Fail Harder.
4. Understand what they want. Tie performance incentives to their motivations (e.g. more money, time off, etc.) Regularly talk to your employees to make sure they feel engaged, supported, and challenged.
5. Spend your breath, not a fortune. Appreciation need not cost much money. Provide regular constructive feedback and positive reinforcement. Say thanks. Have fun. Communicate often.

What’s your experience?

What have you learned about hiring, managing, and retaining ambitious Millennials? Share your experiences below in the comments section.

When I first became an executive recruiter, there was no computer on my desk; just a shoebox full of 4×6 note cards with contacts’ information. Newspaper advertising was still an effective means of generating a candidate pool, and the ‘facsimile’ was the vogue way to transmit résumés. The trusty telephone –and a healthy network- served as the primary means for finding needles in the haystack.

Today, social media affords easy access to a surfeit of talent-related information; the haystack has mushroomed into a ‘hay mountain’. The executive recruiter who keeps up with the trends and technologies can search smarter, farther and harder for a whole handful of talented ‘needles’. Greater choice allows our clients more exacting selectivity and less compromise on job requirements.

With that said, these tools are also responsible for increased job shopping and job-hopping, altering the structure and behavior of the executive recruitment landscape. The speed and frequency of talent flow between companies has been on the rise, in spite of the flat economy.

Although fewer people are using the phone, it remains an excellent tool for connecting the dots between the glut of data in the virtual world and the thickening relationship mesh in the physical world.

More information ≠ Better connections

While it’s easier than ever to find names, titles, email addresses, and numbers, the wide avenues of communication have simultaneously created new hurdles to connecting authentically. We must now compete with the constant clamor of emails and updates, tweets and texts. Today, sustained performance hinges on the ability to prioritize hundreds of messages, responding only to the information most relevant and critical to immediate objectives. Unless disgruntled in their current role, most executives will understandably overlook or ignore messages that aren’t relevant to their responsibilities.

So, how do we overcome this information barrier? With personal connections.

Initially this may sound daunting. Working as an executive recruiter, we need to generate a critical mass of contacts for adequate reach, but this isn’t just a question of numbers. More than ‘linking in’ with others, our work still revolves around cultivating relationships for talent searches today and tomorrow.

Sparks really begin to fly when we enlist advocates: those who will repeatedly take time out of their busy days to recommend us to the bright talent in their networks. That is still the most reliable way to align company culture with candidate capabilities, competencies, and motivations. It is also the slowest. Indeed, I know of recruiters who have forsaken the phone altogether, perhaps believing that they are faster or more effective working exclusively online. I would argue that this mentality unnecessarily sacrifices opportunity.

The trick lies in finding equilibrium. Dive too deep into the ‘hay mountain’, and you risk getting lost and wasting time on unproductive research. Conversely, just poke around the fringes, and you may not find the best candidates in time. Finding and remaining in the sweet spot takes a balanced approach and sound data analysis.

We have to become adept navigators in the ocean of talent information, tapping relevant relationships to draw a map to the best candidates. Think of it as crowd-sourced recruitment. It’s the combination of new and old technology and the ability to compile more data to make better-informed decisions.

Regardless of how communication preferences and trends evolve in the digital realm, actively building and cultivating personable relationships will reliably distinguish successful executive recruiter efforts. Once we’ve researched the most promising leads online, it’s ultimately the phone that allows us to get through to an audience immersed in digital communication. Though some argue that the phone may be at the beginning of its decline, I maintain that it still has a place among the emerging avenues of communication.

It just takes some old school persistence and patience, neither of which will ever go out of vogue.

What do you think?
Have you noticed a shift in candidates’ and contacts’ preferences in mode of communication?
How has your use of the phone evolved?
Share your thoughts by fax, phone, or the comments field below.

Thought Experiment: What would happen if every other e-mail went to the wrong inbox? Or if Starbucks messed up every other order? Or if doctors made the wrong diagnosis 50% of the time?

A lot of dissatisfied customers and significant lawsuits, for a start.

Would it surprise you to learn that the same rate of failure exists in executive hiring?

According to Barry Deutsch of IMPACT Hiring Solutions, “roughly 56% of newly hired executives fail within two years of starting new jobs.”

Ray B. Williams cites an array of studies documenting failure rates of newly appointed and promoted executives:

• “Harvard Business School reported a 40% to 60% failure rate of U.S. executives in 2003;
• In a 2010 U.S. Conference Board report, only 36% of employees rated their companies’ leadership as good or excellent, down 50% from five years ago;
• A 2005 Corporate Executive Board Recruiting Roundtable survey found 89% of new U.S. executive hires indicated they did not have the optimum level of knowledge and skills to do their jobs;
• A Right Management Consultants’ 2005 report indicated that about 30% of new mangers and executives fail at their new jobs and leave within 18 months.”

As it turns out, some very real costs lurk behind the common fantasy that newly hired executives reliably hit the ground running.

ChiefExecutive.net details the costs associated with failed executive assimilation, including handsome severance packages, cost to recruit a replacement, and impact on stock value and market capitalization.

Considering what’s at stake, companies would do well to take additional precautions to protect their investment by ensuring their newly hired executives do not contribute to the above statistics.

To share some of those precautionary measures with you, I turned to friend, collaborator, and seasoned leadership development consultant Tom Fumarelli. In Tom’s 30+ years as a global operating executive –half of that time as a C-level executive- he managed public, private and family-owned businesses with high-performing teams in a variety of industries and dozens of countries. Trained at Wharton and Harvard, Tom honed his craft working as a CFO, COO and President in consumer goods, retail, banking, and other business sectors. Today, Tom puts his executive experience to work for clients in executive coaching, leadership development, and business consulting. As an executive coach, Tom helps companies’ newly hired executives assimilate into their positions, minimizes the chances of their failure, and works to protect his client’s recruitment effort and investment. In the six years that I have known Tom, he has been one of the toughest and best clients of my career. His high standards and integrity stepped up our partnership and set the foundation for many successful executive-level hires.

Roy Notowitz: Start by describing how you help companies.

Tom Fumarelli: Essentially, I work with business executives and owners to make sustainable change and achieve their personal best. Together, we focus on improving performance through collaboration, communication and accountability.

One element of my services, what you’ve asked me to discuss today, is ensuring that newly hired executives -at the VP-level and above- assimilate into their positions, understand corporate culture and expectations, and build and reinforce behaviors that will provide the greatest benefit to the company in a short period of time.

Most executives are expected to make their mark within the first 100 days, but if they do so in a manner that does not honor company culture or include key constituents in decisions, failure is possible for the executive, for his or her team, and for the company. This preventable situation happens more often than most companies choose to acknowledge.

It’s not unusual for ‘assimilation’ to be confused with ‘on-boarding’ or ‘indoctrination’, so let me take a moment to parse the distinction. On-boarding typically applies to the management level or below, and includes introducing the new-hire to HR policies, delivering an employee handbook, defining preferred methods of customer interaction, and sharing company vision, history, and culture. In a nutshell, on-boarding is a diffusion of information.

Successful assimilation –as a part of executive coaching- builds on that education by focusing on performance. The whole experience is a dynamic partnership between the executive being coached, the coach, and several key constituents in the company: the executive’s superior(s), key peers, and occasionally some subordinates.

To allow for adequate goal setting, regular feedback, and participation from a number of people, the process generally takes about six months. The goal is for the new executive to acquire a practical understanding of company culture and vision, familiarity with the idiosyncrasies of his or her peers’ work styles, and clear comprehension of the responsibilities and resources that pertain to the position.

I always find it amazing that companies spend so many resources on recruitment, but rarely invest the time or effort to ensure success once the executive is on board. Too much emphasis is placed on execution and tactics, while not enough attention is given to facilitating assimilation.

RN: At what point should a company consider involving an executive coach to help with assimilation?

TF: Coaching for a new executive is relevant and applicable in many instances. It is especially useful in three situations: when the executive assumes a position that has been held by another individual for a long time, when an executive moves into a newly created role, or when someone is brought in to run a privately owned business that has been previously managed by its owner/founder.

This new relationship between the executive and the company resembles a marriage in some respects. How many divorces would be prevented if newly wed couples began working with a marriage counselor from day one, instead of waiting for problems to develop? Moreover, think of what contributes to a successful marriage: communication and giving feedback when something is not right.

For companies, successful assimilation should start before the executive’s first day. Recruitment assessments -personality tests, interviews, evaluations, etc.- provide the ideal platform to design an assimilation program tailored to fit the unique match between the candidate’s personality and talents, and the company’s culture and needs. Involving an executive coach late in the recruitment process would reduce the rate of executive failures dramatically.

RN: What are some of the typical challenges that leaders may face when entering a new organization or new role within the current organization?

TF: Let’s look at the three situations I just mentioned.

Where a new executive is filling a position long held by another, there will inevitably be discrepancies in working styles, communication, personality, initiative, etc. The new arrangement’s success will pivot on clear expectations, regular feedback, and sustained participation from those key constituents I mentioned earlier: the superior(s), peers, and some relevant subordinates.
In cases where the executive takes on a newly created position, there’s a good chance of crossed messages and misunderstandings. What’s more, expectations of success and the role may change along the way. I’ve seen cases where decision-making authority isn’t clearly delineated; the new executive takes action with the best of intentions, gets his or her hand slapped, and feels undermined. This is all preventable.

When the new executive is brought in to fill a position previously occupied by the owner/founder –I call these companies ‘family-run businesses’- there are some more specific and delicate challenges. For some owner/founders, relinquishing control can be difficult. There may be a strong emotional attachment to the business, and he or she may scrutinize the new executive’s actions, decisions, and expenses with exacting attention. The new executive’s success depends on the owner/founder’s willingness to delegate and to let go emotionally. In many of these cases, it’s beneficial for the owner/founder to work with a coach independently.

If we think of these family businesses’ management culture as a cohesive organism, a newly introduced person enters like a foreign amoeba. He or she will have new ideas, and a new work style that will inevitably rock the boat. The organism will react by doing everything it can to combat that new entrant; not intentionally, but because it’s new, different, and strange. If the executive is made to face off against the family culture, he or she will lose every time.

RN: What are the most common errors associated with bringing on new executive talent?

TF: I attribute most executive failure to communication problems: inadequate feedback, inconsistent engagement, unclear expectations, etc. The key constituents don’t take the time to ensure that the new executive is in alignment with expectations of management or is familiar with the scope of the position’s decision-making authority. Introductory meetings aren’t enough. Sustained success takes real involvement over time, consistent feedback, and regular engagement.

Too often, new problems will surface for the new executive or the boss –behaviors or decisions that they don’t agree with- and they shrug it off, thinking “It’ll work itself out.” Or superiors may not do a good job sharing their vision, seemingly expecting the new hire to catch on by osmosis. Clear communication could prevent both of these problems.

RN: How do you help increase the likelihood of success?

TF: My clients prefer a results-oriented plan, primarily so that the expectations for the new executive are clear, but also so that they know what they’re getting from me. Decision makers appreciate the structure this lends to the process. It’s not just a ‘feel good’ exercise. Typically, I’ll start with a 360º feedback survey; which includes the new executive, pertinent superiors and peers, and occasionally select subordinates.

In some cases, I’ll facilitate three-way conversations between the new executive, myself –acting as executive coach-, and the boss. Together, we’ll answer a host of simple, essential questions, including: ‘How do you like to work?’, ‘What does success look like?’, ‘What’s important?’, ‘What’s not important?’, ‘What do you need and expect from me?’ and ‘What tools are available?’

After collecting data from these conversations, I’ll encourage –sometimes insist on- the respondents’ participation in the development of an executive coaching action plan. Increasing participation and getting key constituents’ skin in the game greatly improves the likelihood of the new executive’s success. Once that plan is in place, my responsibilities shift to ongoing monitoring and regularly soliciting and facilitating feedback. The nature of this process typically demands an engagement of about six months, sometimes longer. After that point, at my client’s request, I’ll check back every quarter.

The trick with executive coaching is to adapt to the unique dynamic of the individual and the company: establish clear lines of communication, guidelines, acceptable actions, and address the other topics I’ve discussed earlier. Everyone involved should take a step back for an objective look, share goals and tools, and explain what he or she needs to be successful. These are essential questions for any new relationship, but few organizations make the effort.

RN: What should trigger someone to consider using an executive coach to help with assimilation?

TF: Mid- to large-cap businesses tend to have a clearly structured process with enough resources to ensure that new hires get the attention they need to be successful. It’s the smaller-cap and family businesses -which were responsible for 64% of new jobs created in the US during the last two decades- that may not have such a program in place. They may overlook the importance of investing in the executive’s assimilation because they’re starry eyed with their new hire.

Since small business represents 99.7% of all businesses in the US today, this group stands to gain the most -and provide the most benefit- from enlisting the services of an executive coach.

RN: What should people look for in an executive coach that will help smooth the assimilation process?

TF: The people who are better at this level of coaching are those who have been senior-level executives themselves. Experiencing assimilation and seeing the difference between good execution and poor execution informs a level of attention to the big picture and the small details that cannot be synthesized from theory alone. Such a wealth of practical experience provides structure, measurable deliverables, and follow-through; all important ingredients for successful executive assimilation.

Personally, I find that my track record as an executive helps me to understand my clients’ objectives with a big-picture perspective, and retain sensitivity to the projects and pressures of each new-hire’s position.

RN: What other services do you provide and how can someone contact you?

TF: I describe what I do as a three-legged stool. I offer Leadership Development Consulting (e.g. training workshops, team and partnership interventions), Executive Coaching –a part of which we’ve discussed here-, and Business Consulting (tactics concerning strategy, operations, and management).

Each of those legs supports the other two. My business consulting keeps me fresh on contemporary issues. I take the successes and lessons from my coaching clients and share those concepts on a confidential basis with others in similar circumstances.

In general, I approach problems by blending the business perspective with a thorough look at the unique challenges and styles of the organization and its individual contributors. Because no two clients have the same strengths and challenges, each of my solutions must be tailored to fit the situation. The beauty is in honoring the diversity of each individual and entity.

I can be reached through fumarelli.com

 Please let us know your thoughts on this topic.

1. Have you witnessed executive failure that could have been prevented with more investment in assimilation? If so, what did you learn from the experience?

Have you ever worked with an executive coach? What did you learn from the experience? What would you add to Tom Fumarelli

Resigned to Resign

The moment of truth is often not when the candidate accepts your offer, but when they actually go to resign.

 As recruiters’, we often pat ourselves on the back when a candidate accepts a job offer and agrees to make the leap to a new company. However, any recruiter who has been around the block a few times knows that there remains the slim, but all too possible chance that the ‘perfect fit’ might be lured back to his or her old team. (Oh, the audacity!) Therefore, our job isn’t done until that recruit –that employee-yet-to-be- actually shows up for his or her first day of work.

The dynamics of change… have changed.

Since the economy has maintained an ‘employer’s market’ for so long, you might think that companies would make resignations smooth and hassle-free. As usual, reality is more complicated.

Because many employees have been doing more work with less pay, they’re attentively awaiting the chance to jump ship. Consequently, some companies are suffering uncomfortable employee losses, and are reacting with more aggressive efforts to retain top talent intent on resigning. As with most reactions, this is an inefficient response; if retention were truly a goal, it would not have become an issue. Questions of efficiency aside, reactive retention efforts can work if the resigning employee is surprised by a sudden showering of positive attention.  (Never mind that most of these starry-eyed folks end up leaving the company within a year, anyway.)

Relaxing before the recruitment race is truly over exposes you to unnecessary risk of failure. Aside from the time and energy wasted on an unsuccessful recruitment, current staff –already busy with their own responsibilities- may be covering the vacant position, and expecting a new hire to pick up the slack soon. To mitigate the risk of losing the top candidate at the moment of truth, recruiters should help him or her prepare to give notice.

Bolstering the resolution to resign.

• Let recruits know that resignation can be harder than they expect, but without making the whole event seem more dramatic than it needs to be.  
• Be a resource for them by offering 3^rd party information on resigning.
• If needed, offer to help them develop 2-3 concise talking points.
• Assure them that they will be fine if they just stick to their ‘script.’
• Tactfully reinforce their main motivations for making a move without being too pushy or negative about their current company.
• Reiterate why you’re excited about them joining your company.

With a little extra encouragement and preparation, candidates can have a happy ending, and a fresh start.  The best result is the most anticlimactic: the candidate leaves on good terms, cuts ties cleanly, and moves into the new position without any baggage.  Preparing for the counter-offer mitigates a considerable risk for the hiring manager, improves the likelihood of a successful switch, and boosts your chances of earning that aforementioned caloric sin.

Additional resources:

For tips you can share with candidates prior to them having to give notice, check out my post “Quit Your Job with Grace.” on how to make a graceful exit.

For tips on getting the candidate to accept your offer, read my post “Deal or No Deal: Getting Top Talent to Accept Your Offer.”

Please share your thoughts on this topic.

-      Have you heard interesting stories about key employees giving notice?

-      What is the best way to protect against a counter offer?

>>> About Notogroup: Notogroup is an executive search and talent consulting firm. We have a singular focus on providing the most comprehensive executive recruiting service so that our clients can be assured that each and every hire is a successful one.  For more information, Contact Roy Notowitz.

We have all fantasized about it at one time or another.

We accept a new job, set sights on the future, and compose a few choice words to share with a frustrating co-worker, boss, or client when we are ready to announce our departure. In reality, most of us (with a few notable exceptions) know that burning bridges is dangerous business.

Although it has been an ‘employer’s market’ for some time, you might be surprised when your current employer reacts more aggressively to your resignation than you were expecting. Resignations can lower morale, reflect poorly on the immediate superior, and disrupt productivity. It is no surprise that companies would react with the following retention tactics to prevent (or at least stall) your departure.

Reactive Retention Tactics: The Good, The Bad, and The Ugly.

The Ugly: the guilt trip is an effective first line of defense since superiors can rightly exclaim, “You can’t leave now! We need you!” Indeed, some folks may succumb to this dull hook of guilt.

The Bad: extracting reasons for leaving or information about the new employer. This gives the current boss ammunition to sow the seeds of doubt; “Oh, I have heard ‘bad things’ about that company.” We are patently trepidatious with change, and the economic turmoil has not done our confidence any favors.

The Good: “We are poised for growth and you are a key player on our team. You have unlimited potential here. If it is a higher salary/position you want, let’s see what we can work out…” I have seen companies double salaries and create new positions just to retain top talent.

Even the most burnt out and resolute are susceptible to these reactive ‘retention tactics’.

Giving notice can be harder than you expect.

There is no good time for companies to lose an employee unexpectedly. For employers, it is better to scramble for retention reactively, prepare for a transition, and then ‘let go’ when it suits them. For candidates, a ‘retention raise’ or promotion tends to attract more scrutiny, and more stringent accountability.

Announcing a departure irreversibly changes relationship dynamics and brands you as a liability. What’s more, over 50% of people who accept counter-offers end up leaving or getting fired within twelve months.* So, once you have let the cat out of the bag about your decision to leave, there is no going back. Before handing in your notice, consider a little preparation.

Tips for making a graceful exit.

Keep it positive

It was true when we were children, and it is still true today: ‘If you do not have anything nice to say, do not say anything at all.’ A job change is a personal choice, and it is okay to withhold additional reasons. Prepare phrases such as: “I have really appreciated the opportunity to work here. However, I am ready for a new challenge.” and “I am excited to develop my career and expand my breadth of experience elsewhere.”

Keep it professional.

Co-workers may want more information in an effort to understand your decision to resign. This is an opportunity to voice pent-up frustrations, and, therefore, is best left alone. Your reputation -a hard-earned and highly valuable career asset- can be tarnished by such spontaneous, unprofessional choices. Develop talking points ahead of time, stick to that ‘script’ at the moment of truth, and you will be fine.

Facilitate the transition.

Go the extra mile to ensure a smooth transition. Wrap up loose ends, provide a solid summary of all work and projects in process, and help your successor hit the ground running. Leaving a mess could tarnish an otherwise gleaming track record.

It is cliché, but well worth repeating; people are more connected than ever. Social Media amplifies gossip. Leaving a sour taste with an ex-employer could come back to haunt your palate. At the executive level, and in some industries, it is a small world. For that matter…

Stay connected with co-workers.

Maintaining relationships is key to long-term success. Who knows whom you will want to connect with in the future. As mentioned above, easing the transition for co-workers left behind shows initiative, consideration, and professionalism. Such demonstrations of integrity will keep the door open with your chosen contacts. You may end up working with old co-workers in the future, and your considerate actions will be remembered much longer than a ‘few choice words’.

Please share your thoughts.

What has been your experience giving or receiving notice?

Have you ever taken a counter offer and if so, was it a good choice or a bad choice?

Resources.

Bill Radin expands on the ‘Good, Bad, and Ugly’ tactics employers use to prevent departures in “Your Resignation: Beware the Retaliatory Strike.”

Douglas Welch “The Right Way to Resign.” – More pointers on leaving gracefully,

The Riley Guide offers a great selection of articles on job offers.

* Percentage of employees who accept counter offers, but leave within one year, voluntarily or otherwise:

89% – http://www.recruitersonthenet.com/recruiters-counter.htm

50-80% – http://www.mriscmadison.com/u/counteroffer.pdf

60% – http://www.ehow.com/how_4591361_respond-counter-offer.html

Do you know someone who would be interested in a 10 minute “crash course” on basic job search strategy and tactics? If so, this podcast offers plain and simple advice gleaned from my years of experience as an executive search consultant working for top companies nationwide.  

In this interview given by Candie Fisher, I am speaking to her business class with the objective to provide some helpful “insider” insight into the hiring process and decision making. It is common knowledge that most jobs are not advertised, so we discussed job search preparation, the importance and advantages of networking, when and how to work with recruiters, key points when putting your resume together and some interview etiquette. The podcast is brief, but informative and chock full of practical job search advice. It is an appetizeer and conversation starter, so please feel free to comment or provide additional insight based on your knowledge and experiences.   

Having trouble hearing the podcast? Download Quicktime for free here:

http://www.apple.com/quicktime/download/

Amidst growing skepticism from green washing, and after a generation of scattered, but well-meaning attempts around the world, the Outdoor Industry Association’s Eco-Index is establishing a framework to measure and analyze concretely a product’s impact from cradle to grave.  By establishing a common language, providing supporting tools, and seeding with the right questions, the Index will enrich internal dialogue and strengthen the business case for environmentally responsible decisions.  A consumer-facing component is still under consideration. 

Recently, I asked Jamie Bainbridge –Director of Textile Development, and Sustainability at NAU, and long-time member of the Eco Index’s advisory council- about the motivation behind the project, now in its beta phase.  “Sustainability is one of the most chameleon components of business today,” Jamie told me.  “What is ‘fact’ one day changes a year later.  Instead of black and white answers, manufacturers have to navigate a series of trade-offs and judgments.” 

As to the Index’s impact on individual job descriptions; “Rather than creating an entirely new department to tackle these questions, I think the future of sustainability lies in its integration into every existing position.  For example, the shipping department will tackle the logistics piece; the people in charge of manufacturer relationships will approach opportunities in the facility.  Everyone will integrate these questions into his or her responsibilities.”

The sweet smell of opportunity.

The proactive executive who embraces this change ahead of the curve will tap an enormous opportunity.  If you want to be credible and marketable after this initiative comes on line, you need to take action now.

Convinced of the opportunity, but concerned that your higher-ups aren’t?  According to Darcy Winslow, a major change-agent at Nike in the 90s, “It’s great if you have leaders’ buy-in, but you don’t need them to initiate change.  If you want to start the conversation that will progress into positive, responsible decisions, you have to draw a direct connection with the bottom line. For example, greater efficiencies in facilities can be your first point of dollar savings: greener tech and production can save money. That’s how we started at Nike.” 

Winslow –now the Director of Willamette University’s Sustainable Enterprise Certificate- says “You have to be able to see the entire system.  Substituting eco-friendly materials is just the first step.  It’s when you step back and look at the systems – the whole design of the product through to the supply chain- that you get into a re-design capable of incredible change.”

Some companies already require hiring candidates to have real-world education or experience in this field.  Executives who want to remain competitive are actively sharpening their skill sets. That’s why you’re seeing more programs like the Sustainable Enterprise Certificate. 

One final thought:

Since the Index has had so many companies contribute to its development (75 at last count), it’s very likely that it will drive the direction of the industry.  In fact, many ‘outsiders’ are also participating; I wouldn’t be surprised to see the process –once completed- adopted by many different consumer product industries.  One more reason to get involved early.

How should executives ‘get on board’?

1. Jamie Bainbridge: “There are number of experts in sustainability and environmental sciences, but few that mix it well with business.  To get started, learn about the Eco Index.  How will it relate to your current work and your professional aspirations?  Find ways to incorporate it into your job, even if it is not yet an expectation.”
2. Darcy Winslow: “Earn the Sustainable Enterprise Certificate. Of the many options out there, this program’s beauty lies in its quality and brevity. We teach systems thinking, how to shift your business and engage others in collaboration through the best leverage points.” 

If you’re confronting these questions in your current position, please share your thoughts and experience. 

• What are you doing to keep up with this industry shift?
• Recruiters and HR readers: How are you evaluating candidate’s eco competencies during the hiring process?
• Executives: How are you developing you knowledge of sustainability?

“Support the local economy.”

“Recruit from your local talent pool.”

While ‘my’ eccentric Portland may actively embody the first two statements, it -along with the rest of the country- could still benefit from the third.  Aside from the associated warm-n-fuzzy feelings, the slew of advantages from hiring locally just makes good business sense in some cases.  Let’s take a look at what your company has to gain by recruiting locally.  First thing’s first…

You have no alternative. Juuust joking. Sure, you can recruit from across the country, but that quagmire of a housing market has many bright-n-shiny prospects shackled to their mortgages.  Even if your ‘VP of the Right Stuff’ could sell, will your budget cover the relocation costs?  Many companies are starting to grow, even though their budgets are still ‘partying like it’s 2009’.  Even if you can pay for relocation, what if the new recruit doesn’t work out?  Hiring locally means lower relocation costs, less investment, and less obligation to the newbie. Oh, is that too cutthroat?

Hire locally.  You’ll sleep better. Relax, I’m not making a moral argument here. Talented people run in packs.  More than likely, your current talent can refer more top talent (aka their buddies) that they know personally.  To wit, ere.net recently declared that formally managed employee referral programs produce close to 50% of external hires for benchmarked organizations. Employee referrals are a great resource, so long as they’re vetted by a stringent competency assessment process.  Skip the formal selection process, and you risk a costly hiring mistake that can seriously harm your bottom line. Fact: your prospect’s competencies and performance must jive with your company’s needs and culture.  Just because they did well ‘back there’ doesn’t mean they’ll excel ‘over here’.  Likewise, a poor fit with a previous employer may be an outstanding player in your company.  My regular readers may roll their eyes at how I often return to the topic of properly assessing competencies, but that’s because it’s pivotal to finding the right candidate.

Caution: Shallow waters.  Dive with care. If you’ve limited your search to a specific type of industry experience or expertise, you’ve also limited the size of your prospecting pool.  Not the end of the world: Consider ‘Brave Hiring: No Guts, No Glory’; your ideal candidate may be right around the corner and ready to switch from a different industry.  Of course, your prospects will also have their own limits.  A recent client’s experience comes to mind: the ideal candidate (all the right experience, culture fit like a glove, etc.) withdrew from the hiring pool because of the 25-mile commute!  Beware, my recruiting brethren of large metropolises!

Ready to hire locally?  Here’s what you do… Size up your hunting grounds.  Establish that a sufficient talent pool exists in your market.  If your candidate must have specific experience, list the local companies where your future employee may work or have worked recently.  Don’t forget to include on this list companies with satellite offices or telecommuting employees in your area.  These folks may be ready for a greater sense of community.  (In keeping with the whole ‘local economy’ thing.) Let’s say that your local talent pool looks more like a puddle.  Keep hope in your recruiting heart!  Consider broadening your horizons to include people with experience in parallel fields and transferable skills.  While these folks may take longer to ramp up, they may also bring game-changing ideas and enthusiasm for fresh challenges.  If you’re still scraping bottom, expand your ‘local’ search to ‘regional’.  Don’t let hot prospects get chilled by a long commute; let them work from home several days out of the week.

Finally, some crazy ideas for these crazy times. Let’s say that local hiring just isn’t working for you, but the relocation budget won’t cover much more than the mail forwarding notice.  If you live in a truly desirable location or your prospect really wants the job, he or she might settle for the price of a moving van and a plane ticket.  Heck, they might be willing to pay for their relocation.  The Ladders recently posted this very advice to job seekers! Crazy talk?  Maybe.  But it’s worth a try.  If you choose this route, just be up front. Love the candidate, but hate the relocation costs?  Experiment with a virtual office environment.  You’ll make the hire and buy time to confirm that the prospect is a good fit.  Then, when the housing market improves (ahem. Any day now…), you can move the candidate to your locale. And with that, I think I’d better get to my local Farmer’s Market.  It’s my turn to make dinner tonight.