Search Results - fundamentals

Topic: Meet Marcus Zack Ronaldi: Corporate Sourcer, Marathon Runner & Community Do-Gooder: r • Blog http://web.me.com/hydra9/Site_5/Blog/Blog.html • SixDegreesfromDave Member • marcus@marcusronaldi.com Marcus has spent the last year doing in house sourcing for all sorts of sales positions for the WebEx division of Cisco systems targeting both active and passive candidates. His methods for finding candidates include a mix tbetween Active (Traditional job boards/postings & Boolean searches) and Passive (calling directly into those in target roles and target companies). His most recent focus at WebEx was the sourcing of sales people with a background in either Saas or Unified Communications for Webex (a Cisco Company) for a number of positions in California, Virginia, New England, Michigan, Pennsylvania or Washington. While with Google Marcus supported the Tech Ops team with Google. Tech Ops provides the technical infrastructure and tools to support the Online Sales and Operations department (AdWords and AdSense primarily, but also Gmail, Orkut, Picasa, and others). Current teams include Analytics, Spam, CS Tech, Tools Specialists, Online Tools, Data Reporting, Automated Operations, API, and LookOut. Over the last ten years he has worked in High Tech, Staffing and Event Planning. Most of Marcus' high tech experience has come in the ISP/CLEC field as either a Project or Account Manager. Marcus has an impressive who's Who list of former clients within the corporate staffing arena, i.e, Visa, Wells Fargo, FHLB, PG&E, McKesson, CNET, Gamespy, eBay and PayPal. Q&A WIth Marcus Ronaldi Six Degrees: Tell us of your home world. Marcus: I have been in the Bay Area since 1997. Came out here for a job and stayed for the weather. Marcus: Outside of recruiting, I run quite a bit. Just finished my seventh half marathon. Last year raised money for both the Leukemia and lymphoma society and the Parkinson's Institute. I play kickball and enjoy doing the pub quiz. I organize Happy Hours for a group in San Francisco called SF 30 Something. Six Degrees: How many years have you been in the staffing industry? Marcus: I have five years of recruiting experience with about half being in an agency environment and the other half being in house. Right now I am working on a few contingent searches. Six Degrees: How did you get started as a recruiter? Marcus: My first direct staffing experience came as part of the outreach team on the TSA project. This was followed by two different agencies. Moved in house to Google and this was followed by being a sales sourcer with the WebEx division of Cisco. Six Degrees: What single event had the most impact on your sourcing/recruiting career? Marcus: I would have to say that the rise of social networks had the biggest impact on my day to day sourcing career. Six Degrees: Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after? Marcus: I would have to say Michael Smith who was my manager when I was sourcing for the WebEx division of Cisco. He had me do sourcing training for the entire team which improved my presentation skills and made me learn what I was doing in a way that I could explain it to someone without a strong sourcing background. Six Degrees: Tell us about your current position and how it has been effected by the recession. Marcus: I am currently making the transition from being an in-house sourcer and recruiter to a free lance independent sourcer and recruiter. My contract with Cisco ended (where I was a member of a large team) and the market for in house sourcing has dried up quite a bit but I am able to leverage my extensive network for these contingent roles. Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why? Marcus: I think any of the general news about the economy and the job market is going to have an extensive impact on the role of the staffing industry. I do think one area of growth will be the staffing for large government projects (like the TSA from a few years ago) Six Degrees: What is your next career goal? What do you need to do to get there? Marcus: Right now I am in the process of establishing myself as a free lance sourcer and recruiter. To be successful I will need to work the phones on both the candidate and client side of the equation. HOW DOES MARCUS DO IT? Six Degrees: What is the source of your "LOWEST COST OF HIRES" at your present employer? Marcus: I would have to say referrals from my network provide me with the Lowest Cost of Hires. With tools such as Twitter, Facebook and Tiny URL it is easy to let your network what you are looking for. What I will do is take the URL from the public job description and then shorten the URL using tiny URL. Then I write up a short status update with what I am looking for and I copy the shortened URL to make it easy for my network to check out the job description. I have gotten some great passive candidates through my network using these steps. For this to be effective you need to put effort into building your network. Some of the best connections I have made came from networking events that I did not expect. In addition, I will do quite a bit of direct sourcing of passive candidates by doing a bit of research and calling them directly at work. One thing I notice is that during a tougher job market, people are more apt to take your call and if they are not directly interested they know someone who is actively looking. Many of my best placements have come through direct targeting of passive candidates. Six Degrees: What talent niche groups do you target and are these particular talent areas specialized under your review? Marcus: Most of my recruiting and sourcing experience has been with technical sales people, software engineers, product managers and system administrators mostly focused in the Bay Area but I have done searches all over the country. With sales people, clients are looking for consistent top performers. This group is not frequently found on job boards. They also do not respond to job postings. Calling directly (after doing some research) is the best way to reach this crowd. If you are shy about making direct calls to candidates, you are greatly limiting the pool of candidates that you can work with. With technical roles they are many niche boards and user groups that allow for the free posting of jobs. Attending a user group meeting is a good way to network with those with that skill set. Six Degrees: What types of training in sourcing/recruitment are available to you and have you taken advantage of? Marcus: Over the last few years I have taken several of Shally Steckerl's training courses. A few months ago I was at the recruiting road show in San Jose where several sourcers were demonstrating some new techniques to search twitter feeds. I noticed the Google Browser window had a line giving the option to do the search in the other search engines. Thinking I had missed a great new feature I went home and check but there was nothing. Turns out it was a browser plugin (because as we all know, the different search engines index different websites. Six Degrees: What recruitment software tools do you use in your day to day recruitment activities & do they translate effectively within all of the different countries where you recruit? Marcus: I am a big fan of Talenthook which I used at Cisco, Google and at Agencies. As most of my recruiting has been in the United States it has been effective. I also use LinkedIn extensively. Anything that saves time and reduces the amount of duplicate resumes is well worth it. Six Degrees: What tools (technology or old school file folder, for example) did you first encounter early in your recruitment career? Marcus: The first agency I worked at put quite a bit of focus on integrating search into their in house ATS. It has a big impact on my preference for searching from a single application compared to logging into several different websites and databases at the same time. Six Degrees: Worst mistake, biggest goof, lousiest practice you thought would fly but didn’t…and how that was a learning experience? Marcus: I was working on a direct hire role where I quickly found a candidate they liked, he sailed through the interview process but when the offer was presented, it was far less than the candidate was expecting. He ended up turning down the offer and I had to start again. Looking though my notes the candidate was vague about his salary requirements and the client was also vague about what they were looking to pay. Getting a comp range from a client when working on a position and then comp requirements from the candidate early in the recruiting process will save time for everybody. Getting the details upfront from both the client and the candidate on other issues such as willingness to sponsor a visa, ideas on telecommuting, career path can save a tremendous amount of heartache late in the process. Six Degrees: Considering all of the frustrations you have experienced in your career as a recruiter, -- what inspires you as you continue in your career? Marcus: Recruiters have a big impact on the identity of the people they place. When you meet someone for the first time one of the first questions is what do you do and we provide the answer to the fundamental question. This answer has an impact on how they pay their rent/mortgage, their kid's college education and where they spend a large percentage of their waking hours. Six Degrees: Anything you want to plug? Marcus: If you are looking for someone with a strong sourcing background and an extensive network for either splits or projects contact me directly at marcus@marcusronaldi.com…; Added by Dave Mendoza at 1:48am on March 2, 2009

Comment on: Topic 'OT - The Olympic Torch Is Lit - The 2012 London Olympic Games are Underway - Yo…': d the discipline of sport as a powerful educational tool. One day, following an inter-schools athletics meeting, he ended his speech with fine oratorical vigour, quoting the three words "Citius, Altius, Fortius" (faster, higher, stronger).Struck by the succinctness of this phrase, Baron Pierre de Coubertin made it the Olympic motto, pointing out that "Athletes need 'freedom of excess'. That is why we gave them this motto ... a motto for people who dare to try to break records." This phrase, "Citius, Altius, Fortius" is the Olympic Motto.The Olympic Game is the international arena viewed by millions where the athlete's spirit, mind and body endeavour to excel and achieve the higher standard than the presently existing ones; thus fulfilling the Olympic Motto. THE OLYMPIC CREEDPierre de Coubertin got the idea for this phrase from a speech given by Bishop Ethelbert Talbot at a service for Olympic champions during the 1908 Olympic Games. The Olympic Creed reads: "The most important thing in the Olympic Games is not to win but to take part, just as the most important thing in life is not the triumph but the struggle. The essential thing is not to have conquered but to have fought well." The creed and motto are meant to spur the athletes to embrace the Olympic spirit and perform to the best of their abilities. http://www.mapsofworld.com/olympic-trivia/olympic-motto.html The Business Case.... WIN WIN...You be the judge. London Business School "Business Section Win. Win. Spring 2012:The worlds of business and sport are more closely related than ever before." Georgina Peters explores the mutual attractions. The lure of sport Sport is global and dramatic; people identify passionately with the participants; there are winners and losers. It is a source of constant fascination for all in the business world for two other fundamental reasons. First, over the last fifty years sport has become a huge, global business, employing some of the brightest and best people. The commercial numbers are impressive and growing. In the sporting world, brands can be created from next to nothing – witness the astonishing success of the cricket’s Indian Premier League where few eyebrows are raised when a lesser club such as the Rajasthan Royals is valued at some $33 million. Second, excellence in sport has close and obvious parallels to excellence in business. The greatest sportsmen and women share the same focused, dedicated and passionate beliefs seen in those who are successful in the business world. Finance and performance are an irresistible combination. Olympics Inc. The commercialisation of sport is a relatively recent phenomenon. It hasn’t always been like this. Formula 1 drivers and cars are now festooned with the logos of their backers. But, commercial sponsorship was only introduced in 1968. In the mid-1960s Formula 1 cars carried national colours rather than a thousand brand names. Equally, shirt sponsorship on football shirts was not introduced in the English league until 1978. If you wish to identify the moment when business and sport became inextricably intertwined as good a moment as any is the 86th Session of the International Olympic Committee in New Delhi in 1983. Horst Dassler of Adidas made a presentation to the 78 IOC members in attendance. “You, the IOC, own the most valuable and sought after property in the world. Yet the Olympic rings are the most unexploited trademark in existence. No major corporation in the world would tolerate such a situation.” Dassler’s pointed observations set the IOC down a more commercial route. Soon after, it began bundling Olympic rights together into four-year exclusive marketing packages. This offered companies one-stop shopping for their global Olympic involvement. The first four-year period with the Olympic Partners (TOP) programme operational covered the Calgary Winter Games and the Seoul Summer Games between 1985 and 1988. It involved nine partners and generated $96 million. The programme has gone from strength to strength ever since. Covering the Torino and Beijing Games, TOP generated $866 million for the Olympic Movement between 2005 and 2008 (up from $663 million during the previous four year period). From being on the brink of bankruptcy after the Moscow Games in 1980, the Olympic was re-invented as the ultimate sporting brand. The balancing act “From a marketing point of view, the Olympic Games are beyond value. No wonder, then, that companies are prepared to go to enormous lengths to be associated with the Olympic rings. For the official sponsors and the TV companies that possess the broadcast rights to the Games, the rewards can be spectacular,” says WPP CEO Sir Martin Sorrell. “But it is because they remain true to the Olympic ideal that the rings retain their magical aura. The Olympic brand, in all its associations, has to strike a delicate balance between financial stability and selling out to the god of mammon. That it has managed to do so is testament to the way the brand has been developed, nurtured and protected over the past two decades.” As Sir Martin Sorrell points out, the relationship between sport and finance is a delicate one. The growth of the Indian Premier League in cricket has been accompanied by an explosion in betting. Three Pakistani cricketers were jailed in 2011 for a betting-related incident. In this and other ways commerce can be seen as a pernicious influence. In a number of sports the demands for more product to put on the world’s television screens is drowning out the athletic realities that sports people on the line for the sake of ratings. The Olympic Games remains the benchmark. It appears to have blended modern-day commercialism with abiding core values. Olympic stadia remain free of advertising for example. But the balance is always difficult and will become ever more so as sport and finance become more truly global. But how The financial side of sport is one thing, quite another is the practicality of making sport happen and the nature of great sport. For those in business, the event is an impressive feat of logistics. Organising an Olympic Games or any large scale sporting event is a massive undertaking. They offer compelling lessons in project management, supply chain management and logistics. The opening ceremony of the Olympic Games cannot be delayed by a week or two. It has to happen on time – though, it must be said, not always on budget. In an interview with Business Strategy Review, Lord Sebastian Coe, one of the leaders of the London Olympic Games, gave some idea of what is involved in winning the Games in the first place and then delivering them: “A successful bid is, essentially, a successful communication programme. You need to be able to explain exactly how you are going to deliver, in the space of 28 days, 26 simultaneous world championships — and then do pretty much the same with 20 Paralympic world championships. The host city has to cater to 10,500 athletes, 4,500 Paralympians, 800,000 visitors and 22,000 journalists. As part of doing that, I believed that we had to answer the question: Why are we doing this? And it wasn’t until we started to articulate, internally as an organisation, that it was about using the games to inspire young people to participate in sports that we each understood what we had to do. “Of course, a bid is very different from the delivery stage. For the delivery, you start out with the bid team and then you build on that. You determine the skills sets you need to manage: the siting and building of the venues, the marketing of the games, ensuring the infrastructure needed for moving people around — and the people with those skills tend to come from outside of the world of sports. My chief executive was chief operating officer at Goldman Sachs for many years. My human resources director ran HR at the BBC. My communications director was, essentially, doing pretty much that job at the Sydney Games. Our commercial director was one of the founding fathers of Sky Television. And we have a Paralympic director of integration who has won more medals than any other Paralympian in history. We’ve brought the best of the best to the table.” Leading by example As Sebastian Coe powerfully illustrates, the human side of sporting performance is the other abiding fascination of those in the business world. Teamwork, the need for excellence, the relationship between the individual and the team, leadership and motivation are among the constant themes of both business and sport. Sporting leadership has become more complex and subtle. Players are rewarded as never before and under constant media scrutiny. Faced with an under-performing group of multimillionaires, the old ways of leading and motivating no longer work. In their book, Why Should Anyone Be Led By You?, Rob Goffee and Gareth Jones tell the story of an incident when Glenn Hoddle was the coach of the England soccer team. David Beckham was practising a particular skill. Despite trying it repeatedly he couldn’t master it. Hoddle, once a great player himself, took the ball and perfectly demonstrated what was needed. Great leadership? In some situations the fact that the leader could actually practice what he preached would be seen as a good thing. Not so in the eyes of the English team. They regarded Hoddle’s behaviour as a personal insult to Beckham. He had shown Beckham up in front of his team mates. This confirmed their view that the coach was full of self importance. Of course, the case for subtle forms of leadership may be overstated. In the football world, research by Deloitte proves that the higher a team’s wage bill, the more likely it is to be successful. Whatever happens at the 2012 London Olympic Games, drama and personal achievement can be guaranteed, but so, too, can unprecedented logistical, financial, marketing, organisational and human resource achievements. http://bsr.london.edu/lbs-article/645/index.html …; Added by Valentino Martinez at 9:10pm on July 28, 2012

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