Your Writing Skills Will Shorten Your Job Search

“I would rather die than engage in public speaking.”   A common refrain about the fear of public speaking.

 

I understand the trepidation of public speaking. I remember my personal journey to become comfortable speaking in front of a group. I saw public speaking skills as a career development opportunity. Competency as a public speaker is generally considered a key component of success. So, I worked to become proficient in this area.  That skill has served me well.

 

I have, however, learned that there is a corollary to public speaking phobia.  Apparently, for many, writing articles for publication is more frightening than public speaking. Writing is not only important while you are gainfully employed. Writing skills are required to support your job search.  General correspondence, including intro letters, biographies, and resumes, is a critical component of a job search.  Additionally, professionals can effectively reduce their time in a job search by writing articles and blogging.  This kind of writing expands the candidate’s exposure to potential employers.  It also provides one’s network with material to facilitate important introductions. The failure to use this skill is an unfortunate, lost opportunity.    Wise professionals employ their writing skills to shorten their job search.  The lack of writing articles while seeking employment will likely result in a longer job search duration

 

Temporary unemployment is not a crime. Unless you’re unemployed because you committed a crime. That is another matter altogether. Temporary unemployment carries no stigma.   There is no shame attached to temporary unemployment. For most professionals, it is a natural part of the modern economy. Mergers and acquisitions, organization restructuring, new technologies, and other cost-cutting measures are common reasons for turnover.  Job loss under these circumstances is beyond the employee’s control. Most professionals understand this phenomenon.  They have experienced unemployment during their careers.  Most are willing to help others reconnect.  They are grateful for the help they received when they were between jobs.  They understand the value of “paying it forward.”  It is the job seeker’s priority to minimize the time between jobs.   In this regard, the job seeker must help their network help them.

 

Writing provides a legitimate opportunity to ask a potential employer to contribute to your articles.  Executives have a large body of knowledge, and they are willing to share their learning within ethical boundaries. My experience is that, given their time constraints, Executives are open to providing their thoughts on industry matters. Most are happy to contribute, including interviews within certain boundaries. They appreciate being credited for their thoughts in the article.  It is a win/win.  You initiate a non-threatening networking contact while helping that person enhance their industry reputation. The obvious benefit of writing articles is an increased awareness of your accomplishments.   It helps reinforce your professional acumen.  It improves your ability to gain access to key executives.

 

One of the many benefits of my coaching practice is to help my clients regain employment.  I advise them to take a systematic approach to their job search. I advise job seekers to engage in extensive networking, to send resumes to prospective employers, and to make time to enhance their professional skills.  These three job search strategies seem to be obvious, and they are.  I recommend that they create a mailing list of friends, relatives, business associates, and other networking contacts.  Then, to keep these folks updated on their job search, with periodic updates. Believe me, your network wants to hear from you so they can be helpful. You are not an annoyance. At some point, we have all been in the same situation.  However, some activities I recommend may not be obvious components of these strategies.  One such activity is writing articles, blogging, and/or reacting to other published articles.  ITB Partners helps job seekers craft relevant articles, publish them on our website, and further distribute them through our network marketing platform.

 

Conclusion

The three primary strategies for a successful job search are extensive networking, sending resumes to prospective employers, and sharpening your professional skills.  Networking is about building a team to help you.  Sending out resumes to prospective employers is about getting in the queue for their internal recruiting process.  Sharpening your professional skills improves your marketability.  Publishing articles is a proven technique to shorten one’s time in a job search.  It is a difficult concept for many to accept. The lack of confidence as a writer may increase the duration of your unemployment.  ITB Partner’s platform is designed to help distribute articles

Thank you for your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.  Jim.Weber@itbpartners.com

 

Why Do You Want to Leave Your Current Employer to Work For Us?

“Why do you want to leave your current employer to work for us?”  That question was the topic of a recent coaching session. My client, let’s call him Dave, scheduled a call to discuss an upcoming interview.  He wanted to validate his interview strategy and thought my feedback would be helpful.  He was particularly interested in my counsel on this one question: “Why do you want to leave your current employer to work for us?”   I told Dave that it is a good question and commended him for seeking my advice.  I went on to say that this question is typically one of the first asked in an interview.  It is an important question that requires a thoughtful answer.  It is an excellent opportunity for the candidate to answer strategically and set the tone for the complete interview.

Dave’s inquiry pertained to the second question an interviewer is likely to ask a candidate.  The first being, “tell me a little about yourself.”  This question is often used as an ice breaker to establish rapport.  However, both questions are opportunities that the experienced job seeker uses to capture the interviewer’s interest and guide the direction of follow-up questions.  To achieve this, compelling answers are crucial.

I explained that when an interviewer asks, “Why do you want to leave your current employer to work for us?” he is asking you two questions.   The interviewer is listening to determine if your motivation to change jobs is sound and realistic.  Your answer will reveal much about your ethics and your conscientiousness for job responsibilities.  On a more subjective level, he is listening for clues that you may be disingenuous, which could be a potentially poor fit for their needs. The interviewer is looking for red flags that would disqualify your candidacy.  They don’t want to hire a problem employee or a poor performer.    In this regard, I told Dave that above all, his answer should be upbeat and positive. He must not disparage his current employer. Otherwise, he could be viewed as a troublesome employee, a negative influence if hired.  This would likely eliminate him as a viable candidate.

 

Reasons to look for a new job.

      • Professional growth- Greater responsibility, challenge
      • Leadership
      • Compensation-Benefits
      • Better working environment/culture
      • More stable company
      • Pursuing a new industry/career
      • Facilitate relocation
      • Better work-life balance

 

Employers want to hear a clear, concise answer to the question. They want to understand your intentions for a job search. They want to know if your interest is genuine.  They want to know that your motivation aligns with their needs.  You must memorize a good, well-rehearsed answer to the question.  The interviewer will notice any hesitation in your voice, so practice your delivery until it is second nature.  That will alert them to red flags for further exploration.

 

To answer the question most effectively, one must know the target employer. The candidate must be familiar with the employer’s culture, strategy, and key initiatives, and understand how their skills, experience, and interests align with the company’s objectives. The most effective response will demonstrate that you have researched the company’s situation to learn about its employment needs.  Furthermore, you can explain how you plan to use your skills and experience to support the target company’s culture, key initiatives, and competitive strategy.

 

This is an opportunity to speak about your career interests with enthusiasm and excitement.  You can talk about job skills and personal strengths that have contributed to your success.  You can point out accomplishments that align with your career goals and those of your potential employer.  Concentrate on the plan for your career; career growth and new challenges, to be a part of a broader vision of your ultimate career goal.

 

The question, “Why do you want to leave your current employer to work for us?” presents the job seeker with an excellent opportunity to make a positive impression and influence the direction of the interview.  It provides an opportunity to showcase how your experience, skills, and interests align with their requirements.  However, the most effective answer requires the job seeker to complete due diligence on the target employer.  They must have a clear understanding of the company’s strategy and key initiatives.  The job seeker must understand the company’s culture and their value system.  Armed with this information, the job seeker can craft answers that demonstrate how their skills, accomplishments, and career goals align with the employer’s needs.

I appreciate your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is important to me, so please don’t hesitate to leave a comment.

Jim.Weber@itbpartners.com

Marketing Director Search Landed by New Century Dynamics Executive Search

Director of Marketing – Job Description

Role Overview:

The Marketing Director is a leader, brand champion, and strategist who generates a profitable revenue base for our franchisees.  The Director of Marketing is directly responsible for developing and implementing plans and strategies that increase brand awareness and traffic counts in the Cafes and supporting franchisee initiatives such as community events, menu changes, calendar events, local events, etc.  This includes leading/managing internal resources and project teams, as well as direct oversight of external marketing-related business, franchisees, suppliers, and vendors.

Role Requirements:

    • Works closely with franchisees to improve their financial performance.
    • Participate in weekly strategy/update meetings
    • Conduct Cafe / Market visits x per quarter
    • Member of the new Cafe/market open team
    • Partner & align with the operations team
    • Promotes the culture and the Cafe operations

 

Role Responsibilities:

Marketing Strategy (increase guest traffic and check average)

    • Work closely with Operators and Franchisees and key management to develop Local Store marketing plans
    • Drive and facilitate execution of plans
    • Build and manage the event planner
    • Build and execute event strategy around dates, and community / local events

New Market Penetration / New Cafe Openings

    • Build and execute plans to support new Cafe openings and new market penetration
    • Assess post-open KPIs (options/strategies) to maintain new Cafe open momentum

  

Guest Insights

    • Facilitate the understanding of the Store trade areas and boundaries
    • Source, collect, and assess guest demographics
    • Ensure understanding of guest data and traffic/check trends

 

Social Media / Customer Facing Technology

    • Assess the current strategy, to upgrade and improve execution
    • Develop and execute plans to increase the operator’s profitability.
    • Assess and recommend opportunities for brand building and enhanced PR.

 

Ideal Candidate Profile

Knowledge / Skills / Abilities (KSAs)

    • Degree in Marketing
    • Proficient Analytical Skills
    • Minimum of 7+ years direct QSR. Or Quick Casual marketing experience
    • Successful creation and execution of revenue-generating strategies
    • Direct experience leading new store openings and new market penetration strategies
    • Basic understanding of Cafe operations
    • Social Media Savvy
    • Customer Facing Technology Savvy
    • Experience with Consumer Insights
    • Proficient in office tools (Microsoft Office)
    • Project management skills
    • Ability to multi-task
    • Solid written and verbal skills

 

Behavioral Profile –(Leadership-Teamwork-Conscientious)

    • Excellent communication skills
    • Ability to influence and persuade others
    • Ability to take constructive criticism
    • Ability to work effectively within multiple levels of an organization and individuals
    • Creative
    • Self-motivated, energetic, highly organized, and able to manage multiple tasks and projects

 

Physical Requirements (ADA):

    • Sitting at a desk – using a computer, telephone, etc. 50% of the time
    • Lifting/carrying no more than 15 lbs. – minimal % of the time
    • Meeting Management – (standing, sitting, interacting) 30%
    • Travel (domestic based on openings and events): 30-40 % of the time

 

Jim Weber – President
New Century Dynamics Executive Search

This document is presented to you confidently.  All communication, whether written, oral, or electronic should be addressed to the following:

 NEW CENTURY DYNAMICS EXECUTIVE SEARCH

Tel. 770-354-2817;

e-mail: JimWeber@Newcenturydynamics.com

 

 

Marketing Director Search Landed by New Century Dynamics Executive Search

The Marketing Director is a leader, brand champion, and strategist who generates a profitable revenue base for our franchisees.

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Thank you for your response. ✨

New Century Dynamics Executive Search COO Search

Jim Weber, President of New Century Dynamics Executive Search, has landed a new assignment to find a COO for an Ohio-based full-service restaurant company. Your interest and referrals are appreciated.

COO Job Description

The Chief Operating Officer (COO) is responsible for the successful operations of the Company’s retail outlets. This leader is accountable for developing systems, processes, and procedures to ensure the financial success of the brands. The Chief Operating Officer will own all operational aspects of the business to support the brands, including providing input/direction on brand strategy, driving location-level performance, directing/managing the food & beverage program, maintaining facilities, overseeing the build-out of new locations, and championing continuous improvement. This leader will model and support the values of the Company’s Culture and foster innovative thinking to manage, develop, and grow the enterprise. The ideal candidate will be instrumental in developing a high-performance culture built on respect, trust, accountability, and integrity.

 

RESPONSIBILITIES

OPERATIONS

    • Champion operational excellence and adherence to brand standards.
    • Empower and Lead Operations Managers to consistently deliver a cohesive brand experience to guests.
    • Develop systems, processes, and procedures to support the staff’s ability to deliver consistently high operational excellence.
    • Identify operational gaps and continuously improve related systems and controls.
    • Provide input on strategy and brand marketing direction in partnership with other leadership team members.
    • Manage brand performance metrics via improved reporting, information flow, management, and business process improvement.
    • Manage the creation and rollout of the brand dashboard at all levels of the organization.
    • Develop and maintain an innovative, best-in-class food & beverage program that provides guests with the best product experiences.
    • Oversee and drive the development of new locations for rapidly growing brands; support brand expansion, including new market pre-launch activities.

 

VISION, STRATEGY AND LEADERSHIP

    • Contribute to the building and achievement of the company’s strategic plan, advancing the company’s brand position, revenue, and growth.
    • Drive the development and preparation of short-term and long-range plans and budgets based on company goals and objectives.
    • Foster an environment where improvements to products, processes, and services are welcomed and encouraged.

 TEAM DEVELOPMENT

    • Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.
    • Attract, develop, appraise, and retain a high-performance team; provide coaching and feedback for continuous improvement to foster a high-performance, energized work environment that reflects the organization’s culture.
    • Establish a system to ensure team members receive timely and appropriate training and development.

QUALIFICATIONS

    • Operations: Ten years’ experience managing multi-unit, multi-brand operations; hospitality and food & beverage required. Preferably cross-category experience (i.e., entertainment, fast casual, fine dining).
    • Proven ability to influence the marketing strategy and direction of start-up brands.
    • Experience scaling the business operations of an early-stage, comparable organization; experience as a proven business operator.
    • Experience managing rapid organizational changes and managing the impact of change.
    • Track record of delivering operating results while increasing sales and profitability.
    • An energetic, positive, relationship-oriented individual with a demonstrated track record of serving as a trusted partner to internal and external constituents.
    • Demonstrated ability in problem analysis and resolution at both strategic and operational levels.
    • Exemplary team-building skills and demonstrated ability to motivate and encourage teams.
    • Ability to collaborate with cross-functional teams to attain business goals/objectives.
    • Minimal travel, when necessary.

Personal Attributes:

    • Adaptable – You are flexible, resourceful, and can wear many hats. You are always looking for ways to improve and can look at a business with a critical eye. You are timely, proactive, and always follow through.
    • Accountable – You are a team player who will not pass the buck. Unafraid of having crucial conversations, you are empathetic but firm and are strong with conflict resolution.
    • Proactive – You are not afraid of new challenges. You identify issues quickly and drive through obstacles with ease to deliver high-quality results.
    • Analytical – You can effectively process financial information and express the business’s needs to your teams. You have an entrepreneurial mentality and are exceptionally organized in all your tasks.
    • A Communicator – You are a successful communicator and liaison between the field and the home office. You understand the hospitality industry and embrace our non-traditional business hours.

 

Salary Range:  $150,000 to $200,000

 

Benefits:

  • Med/Dental/Vision/Life.
  • Paid Time Off.
  • 401(k) with match after eligibility requirements are met to enter the plan.

 

Our Core Values are:

    1. Host the party – keep your guests happy.
    2. Be honest, open, and respectful when speaking AND listening.
    3. The team’s best interests come first. Think We, not Me.
    4. Bring positive energy, work hard, and, most importantly, have fun.
    5. Hold yourself accountable to the COMPANY way.

This document is presented to you in confidence.  All communication, whether written, oral, or electronic, should be addressed to:

James E. Weber, President

New Century Dynamics Executive Search

Tel. 770-354-2817; e-mail; jimweber@newcenturydynamics.com

 

 

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me, so please leave a comment.

Jim Weber Lands VP Marketing Search

Jim Weber – President
New Century Dynamics Executive Search

New Century Dynamics Executive Search is pleased to announce that Jim Weber has landed an Exclusive Search to find a VP of Marketing for a Midwestern-based Casual Dining Brand.  This is an established, but growing franchising company looking for a seasoned Restaurant Marketing Professional to lead the Marketing Function.  This position reports to the CEO.

Position Summary

The VP/Director of Marketing will direct and oversee the Marketing department.  The role reports to the CEO and serves as the Brand Leader for The Brand. This role has oversight responsibility to design, implement and monitor effective marketing strategies that align with our business goals. The Successful Candidate plays a significant role in shaping the company’s strategic marketing planning and ensures strategies contribute to the company’s long-term success.

 

Essential Functions

    • Leads overarching brand strategy and initiative calendar of consumer-desired programs to support strategic goals and increase brand awareness.
    • Defines brand positioning in the marketplace, brand objectives for short- and long-term growth, and strategies and tactics to achieve growth.
    • Has a clear vision for the business; maintains a strategic perspective for concept development and enhancement. Generates and encourages breakthrough ideas to promote the development of the organization and its team members.
    • Uncompromising commitment to the guest experience; consistently seeks to improve guest satisfaction and understand core customer needs. Conducts consumer research and utilizes feedback to increase guest experience and identify challenges and opportunities for growth.
    • Skilled at the development and implementation of alternative strategies when faced with challenging environments; capable of completing key assignments and devising effective alternatives when roadblocks appear.
    • Ensures effective and efficient marketing, branding, and communications strategies across all channels.
    • Drive marketing ROI and performance through a result-driven approach, continually testing and evaluating new modern marketing opportunities and reporting results of programs.
    • Maximize marketing results across a variety of channels and vehicles. Utilize data/analytics to understand customer behavior, determine customer personas, and develop a comprehensive set of marketing programs.
    • Generate a clear view of our competitive landscape and positioning strategies. Identify opportunities to reach new market segments and expand market share.
    • Owns brand framework and visual identity.
    • Leads menu innovation strategy and menu engineering.
    • Conducts consumer research and understanding of core customer needs. Identifies challenges and opportunities for growth.
    • Prepares regular reports and presentations on marketing metrics for the CEO.
    • Oversees marketing team including team development. Sets current and long-term goals for the marketing team.
    • Designs and reviews the Marketing department’s budget.
    • Prioritizes marketing projects and allocates resources accordingly.
    • Forecasts hiring needs for the Marketing department
    • Participates in the quarterly and annual planning of the company’s objectives
    • Oversees Marketing expenses/allocations and regularly updates monthly projected sales.

Qualifications and Experience: 

    • Proven work experience as a VP of Marketing, Marketing Director, or another senior role.
    • Demonstrable experience designing and implementing successful marketing campaigns.
    • Experience with Google Ads, Facebook, Instagram YouTube, and other social platforms.
    • Experience with SEO marketing and optimizing content for landing pages.
    • Experience with content management software and digital marketing tools and techniques.
    • Strong leadership skills.

Please contact Jim Weber with your interests or referrals.

All communication, whether written, oral, or electronic should be addressed to:

 

Jim Weber – President
New Century Dynamics Executive Search

 

James E. Weber, President

New Century Dynamics Executive Search

Tel. 770-354-2817;

jimweber@newcenturydynamics.com

 

 

Innovative Employee Benefits

Employers are in the business of attracting and retaining top talent. That’s why it is important for them to offer benefits that make their employees feel valued. However, many employers don’t realize that they have to work at keeping their employees happy by offering additional benefits, as well.

If you’re looking for some innovative ideas to do just that, you’ve come to the right place. In the article below, New Century Dynamics shares some excellent ways to offer appealing benefits to your team members.

Coaching Programs

Training Industry explains that a coaching program, such as the programs offered by New Century Dynamics, is an excellent way to offer support and resources to your employees. These programs are a good option for employers to give their employees the tools they need in order to be successful.

Coaching programs can be done in person or through a digital medium like Zoom, depending on the needs of the employee. If you’re having trouble getting your employees engaged in your efforts, try a business gamification platform to help get your team on board.

Continuing Education

Also, consider paying for employees’ education if the program is related to their job. For example, with a degree in business, employees can learn skills such as accounting and administration, which they can apply to their job. An online program gives employees the flexibility to balance work, family, and school.

Yoga Classes

When it comes to finding a way to keep your employees happy, consider offering them classes or sessions in yoga. Yoga is beneficial for many reasons:

    • It helps create a sense of community among employees.
    • It can be an outlet for stress relief because yoga encourages you to “let go” and just breathe.
    • Yoga can help improve physical strength, flexibility, and balance.
    • Yoga can help with depression, anxiety, and other mental health issues.
    • Yoga can help reduce chronic pain from arthritis, fibromyalgia, migraines, etc.
    • Poses in yoga have been found to help with things like high blood pressure and cholesterol levels.

Wouldn’t you like to reap the benefits of more productive, happier team members? Yoga classes are a great place to start to make these things happen in your workplace. You can even create a relaxing, positive space in your office for people who wish to take a yoga break. Just be sure to keep this area clean and decluttered.

Employee Satisfaction Survey

Employee satisfaction surveys are a way to learn more about the issues your employees care about and make positive changes to accommodate them.

Qualtrics notes that conducting an employee satisfaction survey each year will help you get a better idea of how your staff feels about their work environment, company culture, benefits, etc. It can also give you a sense of what incentives your employees need to feel fulfilled.

You can also use these surveys as a way to motivate your team by giving them the chance to voice their opinions. This can lead to increased engagement and productivity.

By conducting an annual employee satisfaction survey, you will get important feedback that will help you improve your company culture and create a better work environment for your employees.

Nutrition Videos for Employees

In recent years, many companies have been offering their employees wellness programs to help them live healthier lives and feel more fulfilled. This can be as simple as providing a few healthy snacks in the break room or as involved as offering health coaching sessions and exercise classes for employees.

One of the most effective ways to improve your employees’ wellness is by providing them with nutrition videos that they can watch at their convenience. These videos address some of the most common eating issues people face, like craving sugar and food addiction, so it’s easier for them to make healthier choices throughout the day.

Daycare Services

Many employees struggle to cover daycare expenses, let alone find a reputable place to take their children every workday. You could give your team members more reason to grow with your company by lending a helping hand with daycare expenses and services.

Not only does offering benefits help retain the employees you already have, but doing so can help draw top-tier talent to your company. Share on X So, see what your employees need and try to accommodate their requests — your business may blossom as a result!

Image via Pexels

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Make a Counter-Offer!

Mark, a friend and colleague, called Monday, asking for advice on behalf of his daughter,  Julie.  She had just received a job offer.  It included a generous benefits package and a performance bonus.  However, the base salary was 10% lower than her expectation.  It occurred to me that the initial offer was a bit light.  The market value for that position is greater than the initial offer.  Mark’s question was, should Julie make a counteroffer, and how much?

Before answering his question, I probed a little to determine if this opportunity was, in fact, a good fit for Julie.  Also, I wanted to learn the extent of her interest in this company.  Was it something she sincerely wanted?  Mark explained that it aligned with her college degree and will give her direct experience in her chosen field.  She likes the product and the people.  They are optimistic about this opportunity.  Mark’s insight made it clear that this job had great potential for his daughter.  I was ready to answer his question.

I told Mark that an initial offer of employment is seldom the employer’s final offer.  Furthermore, savvy employers expect a counteroffer.  They want to hire the best talent at the lowest possible salary.  They have flexibility in the budget to pay more.  But they don’t know the candidate’s bottom line compensation requirements.  Why should their initial offer be the most they can afford?  The only way to resolve the question is to negotiate.  Mark was concerned that a counteroffer would cause the client to withdraw the offer.  I said that I had never seen that happen.  On the other hand, I have seen job offers rescinded if the candidate demonstrated inappropriate behavior during the negotiation process.  I told Mark that if Julie showed a lack of good faith or presented irrational demands, she could lose the job.

My answer was Yes, she should make a counter. Share on X

Mark was pleased to hear my perspective.  We then turned to how much she should request and how to deliver the counter.  I suggested that she ask the employer for the additional ten percent as I believe that to the market value for the position, given his daughter’s experience.  “The worst that can happen is that they will say no,” I said.  He asked me if I had a template they could use to draft her counteroffer.  I told him that he could find numerous examples on the internet and that I would be happy to review their response before they sent it to the hiring manager, which I did.

From my perspective, negotiating the starting salary and benefits package is the final part of the interview process.  These negotiations give the hiring manager a clearer sense of the candidate’s potential.  It reveals her problem-solving skills and ability to make her case and defend her position.  Negotiating the starting salary will be Julie’s first experience working for this company.  It will confirm her interest in working for this employer or not.  Negotiating the terms of a Job Offer is the final step in the interview process.

Key Attributes for Successful Negotiations

    • Confidence
    • Ability to state a position and make a case
    • Exhibits rational behavior
    • Performance under stress
    • Orientation toward win-win solutions
    • The Ability to Understand the Other’s Position

The ability to negotiate a better deal is fundamental to every business.  It is an essential skill that can be very useful to the employer.  Even though the negotiation abilities of a recent college grad may not be fully developed, the prospective employer will gain insight into the potential for further development.

I am often called on to engage in a search assignment for a newly created position.   Sometimes, the prospective client does not have a good feel for the market value of that position.  They rely on my expertise to determine a competitive compensation package.  However, I will not take on the assignment until we have established a competitive salary range that I can present to my candidates.  Otherwise, it would be a complete waste of time.  The new hire’s actual starting salary will require negotiation.  Employers expect you to make a counteroffer.  But remember, the prospective employer is still evaluating you throughout the salary negotiation process.

Upon reviewing Julie’s counteroffer letter, I found that it was a good product.  Still, I offered a few suggestions to make it better.  The employer accepted her counteroffer.  Julie started her new job on Wednesday.  Success!  Never hesitate to make a counteroffer.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

First, Build Trust!

Building Relationships

Recently I had the unfortunate experience of watching a client suffer through the effects of failed relationships with two of his vendors.  It was painful to watch, but it cost my client far more.  The impact of these failures was delayed project completion, an additional cost of labor and materials, and an erosion of trust with his customers.  The most painful realization was that these situations were self-inflicted wounds, easily preventable if my client had followed the proper procedures.

The fundamental issue was that my client failed to properly qualify either vendor to ensure that they could deliver on their promises.  I remember Ronald Reagan’s motto during his presidency; trust but verify.  In this case, my client invested his trust without verification.  Regrettably, the results were predictable.  These vendors were not competent to do the work my client required of them, and one was impossible to work with, continually trying to rewrite the terms of the agreement.

The long lead time for materials resulting from the Covid pandemic created a difficult situation for my client.  As a result, he looked for an alternate solution using a local vendor.  He found someone and immediately gave him four significant projects.  Admittedly, this vendor had good references, and his finished product was acceptable.  As an executive recruiter, I understand the limitations of a reference check.  Extracting useful information from them takes a certain degree of skill.  Unfortunately, I was not a part of the vetting process.  The result was unfortunate.  Although the vendor was a good craftsman, he was not a good businessman.  He could not determine appropriate priorities for his work.  He had little regard for his customer.  He did not finish the required onsite work and held my client hostage for payment he did not earn.  My client should not have trusted this vendor with the scope of work needed.  Likely, he will soon be an employee working for someone else.

The other subcontractor had done good work for my client on many routine projects.  However, he professed to be competent in one area my client had not witnessed.  That turned out to be a big mistake.  This vendor hired an incompetent subcontractor who made a mess of the project.  My client was required to find another subcontractor to demo the original work and start the project over.  We later learned that the subcontractor had hired a relative to complete his job.  My client refused to pay him for the shoddy work.  Even so, the vendor continued to demand payment for his work.  My client could not finish his work on time, which strained his relationship with the customer.

Both situations created significant angst for my client.   He gave his vendors his complete trust without adequately vetting their capabilities.  I explained how he could have used me to check the references on one vendor and how we might have further vetted the competency of the other.  My client was operating in blind faith.  That is not my preferred way to conduct business.

I use a well-defined process to build trust.  I begin by giving someone small projects to evaluate their competency.  If the first project is successful, I gradually increase the scope and complexity of further tasks assigned to that person.  The last thing I would ever do is give a significant assignment to an unproven person.  This process works for almost any relationship.

I believe that respect is given, but trust is earned.   Everyone deserves respect; it’s just a good practice among human beings.  However, one must earn trust.  It is a precious commodity to be carefully guarded.  Gaining someone’s trust requires an investment in time.  You know what you have to do to gain the confidence of your clients, customers, friends, and especially your spouse. We must be vigilant to guard against situations that put our relationships at risk. That includes developing confidence in the capabilities of our employees and vendors to help us serve our customers. Share on X

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Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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The Top HR Trends for 2022

If we learned anything from the last two years, it is that we need to adapt to how and where we work. We learned that the world is becoming increasingly more home-centered as work becomes a virtual instead of a physical environment.

As Dr. John Cascone, Sr Vice President at Flex HR notes, “The devastating effects of the pandemic have reawakened the interest in monitoring environmental influences,” and reminds leaders to plan “to adapt quickly to moderate the impact of the crisis on the organization and its employees.”

So, with this new adaptability, here are our Flex HR top HR trends predictions for 2022:

1. An Increase in ‘Employee Wellbeing’ Benefits

As we saw in 2021, there is an increasing awareness of the importance of employee well-being, including their physical and emotional health. This now includes employees’ families, and issues like health insurance and time off for employees to care for sick family members are highly valued.

One study found that 62% of employees value benefits related to well-being and are more likely to take jobs that offer those.

The Future of the Industry Report 2021 also revealed that 87% of employees want employers to value mental health.

As Jessica Stafford, Payroll Tax & Compliance Consultant at Flex HR notes, “Competitive businesses will continue to adopt unlimited paid time off policies in 2022,” which increases “productivity and morale” and presents “stronger financial statements and less work for HR and payroll departments.”

2. Hybrid Work Model Will Continue

The pandemic permanently shifted work to a hybrid model. Surveys reveal that 83% of employees want a hybrid option and 63% of growing companies have already shifted to meet this need.

Therefore, it is vital to have these hybrid and work-from-home policies in writing and in the employee handbook.

Dianne Hartness, HR Client Success Manager at Flex HR shares, “As more companies become distributed and do away with office space it is important to define culture and create connection by using digital tools.”

Some examples of collaborative tools include Slack, a communication tool that promises more productivity and a more in-sync team. Another tool is QuizBreaker, a game your team can play virtually.

3. More Use of Technology and Artificial Intelligence

As we noted at the end of 2021, the use of technology and artificial intelligence will continue to rise in the workplace. Businesses and employees have had to become proficient in using a plethora of tools to communicate, including ZoomWebExSlackStream Yard, and Microsoft Teams, StrivrImmerse, and BodySwaps.

The use of technology has become a top priority for companies as they seek to unify their workforces. Technologies including artificial intelligence, digital transactions, and e-commerce have changed business operations and will continue to do so.

Going forward, it is likely that AI will help HR teams make better decisions and will automate and streamline administrative tasks.

With the move to more cyber time, businesses must now increase cyber security to prevent phishing and malware.

4. Focus on Diversity, Equity & Inclusion and Other Values Matter to Employees

Another trend that is here to stay is DEI issues, which continue to matter to employees and companies alike. As many as 45% of HR professionals are planning to focus more on issues of diversity and inclusion in the coming year, as one study indicated.

Deirdre Huff, HR Client Success Manager at Flex HR, predicts that in the coming year “more employees and job seekers” will base “their decisions to accept employment offers off how well the company handles diversity, equity, and inclusion.”

In fact, Flex HR’s clients have been requesting DEI boot camps to help train their organizations in how to be more equitable and diversity-minded. Our consultants have already begun leading boot camps and informational seminars in the DEI space.

Dr. John Cascone predicts, “The trend toward promoting cultural diversity in all sectors of the organization will continue but coupled with the emphasis on diversity of ideas, values, work styles and ethics operating under clearly defined standards of accountability and outcome performance.”

One study revealed that 80% of employees choose their job based on aligned values, proving that employees want to work at companies that have similar values to their own.

Other values of importance to employees include childcare solutions and work-life balance. In fact, companies that value work-life balance will recruit and retain more employees as the millennial generation takes over the workforce.

Dr. John Cascone maintains that “Work-life balance will shape management practice to support worker accountability and productivity.”

5. Demand for Value and Development of New Skills

In 2022, there will continue to be a huge need for Human Resources expertise because HR is evolving into a much more expansive role.

One Harvard Business Review article predicted that there will be a need to train HR professionals in 21 new types of jobs in the near future. Because of these changes, HR professionals will need to acquire a wide range of skills for which companies are often not able to train them proficiently.

Businesses will need to outsource their HR to firms like Flex HR because of the complex HR challenges that they are facing.

6. Shifts in Recruiting Strategies, Especially to Internal

 With a push to develop new skills for HR and other employees, upskilling employees and shifting recruiting strategies have become essential.

Senior Vice President of Flex HR, Phil Davis, predicts “employers will continue to see higher than normal employee turnover and rapidly escalating wages” and emphasizes the “need for effective recruitment and retention programs.”

Similarly, Heather Summers, HR Client Success Manager at Flex HR, sees the need for companies to “up their game” in the recruitment department, by re-evaluating “their benefits to employees, insurance, offer sign-on bonuses or employee referral bonuses to attract talent.”

Companies that are “winning” at recruiting have realized the importance of training and hiring from within their organization.

As Dr. John Cascone predicts, “There will be a shift away from investing dollars in recruiting new employees to invest dollars in retaining and developing employees.”

Recruiters will need to be more strategic in their approach, finding creative methods for attracting quality candidates.

Different recruiting strategies will include looking for non-traditional talent from within the company, using social media and texting, making company websites look more personable and friendlier, offering higher wages and more time off, and many other strategies we noted in last year’s article on 10 Ideas for Better Recruiting to Attract More Candidates.

Upskilling and training have become essential alternatives to recruiting.

Flex HR’s Laura Ladd, HR Client Success Manager, reminds us, “Studies show that “future-oriented” organizations are making leadership psychology training and development programs mainstream. Such programs include learning about the human brain, how we think, how we analyze data, and how we make decisions.”

Going forward, Dr. John Cascone predicts, “The greater challenge for leaders will be to retain quality employees, not to recruit them Share on X.”

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

“Head of Marketing” VC-Backed, DTC Home Meal Replacement Brand.   New Search Assignment

Jim Weber lands New Search Assignment: “Head of Marketing” VC-Backed, DTC Home Meal Replacement Brand.   

https://wp.me/p5XzxG-Kg

As a key member of the senior leadership team, the highly entrepreneurial Head of Marketing will drive the development and execution of a comprehensive marketing plan and growth strategy to align with the company’s objectives. The position oversees the organization’s branding, digital & traditional marketing, partnerships, event planning, public relations, community outreach programs, and customer experience group.

Your interest and referrals are welcome.

I would be happy to discuss this opportunity with you.  Shall we schedule a call to share information?  Here’s my calendar link to make finding time easy. 

https://calendly.com/jimweber

Best.  Jim Weber

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.