nd regular visitor to RBC was kind enough to introduce me to one of Volt’s senior executives.
Pat Cronin has been in the Staffing Industry for 20 + years in various roles. His career began as a Recruiter. Pat was ranked 5th out of 300 + recruiters. After many successes was moved into management of a large group of Recruiters. He relocated and joined Volt Services Group as a Sales Representative where he was awarded "Rookie of the Year." Very quickly Pat was promoted to Manager and then Area Manager. He relocated and took a position as Regional Director for another large staffing firm. Pat returned to Volt in the role of Professional Placement Program Manager. He supports offices throughout the United States in their Professional Placement endeavors. The areas of expertise in which his division recruits are Life Sciences, Information Technology, Engineering, Technical, Accounting/Finance and Administrative. His current title is Vice President Volt Professional Placement. Pat is also a Six Sigma Black Belt.
Q& A with PAT CRONIN
Six Degrees: Tell us of your home world.
PAT CRONIN: My domestic Partner, Brian Barnes, and I have been together for 7 years. Brian is a Deacon in the Episcopal Church and has his own bodywork therapy business focusing on Myofascial Release techniques. We met in San Francisco while I was on a business trip visiting from Seattle. After a year of commuting back and forth, we purchased a traditional San Francisco Victorian home in the heart of the city. Truth be told, Cooper, our dog, and Cecil, our cat run our home. They just allow us to reside with them.
While in college I became a PADI (Professional Association of Diving Instructors) certified Scuba Diving Instructor and taught classes to many friends and Fraternity Brothers. Scuba Diving was a large part of my childhood as my father was President of U.S. Divers Corp and founded PADI. Rather than following in his very accomplished footsteps, I decided to make a name for my self on my own and stumbled into Recruiting. Years later, I did re-engage with PADI…I sit on the Board of Directors.
When I first moved to the Bay Area, I volunteered as a Chaplain at San Francisco General Hospital. It was incredibly rewarding yet emotionally draining at times. I would work all week and then on Friday nights would spend 4 – 6 hours in the emergency room helping the marginalized population of San Francisco. Nothing could have prepared me for the trauma victims I would encounter in this setting. Most people were grateful to have the company of a Chaplain during such a stressful time in their life. You get to see human nature at its “rawest” when people are in crises. I do remember one rather humorous situation….a woman came in for a minor treatment. I came into her room and said…”Hi my name is Pat. I am a Chaplain here at SFGH.” The poor woman immediately panicked and said…”A Chaplain, why do I need a Chaplain? I only cut my foot. Do you know something I don’t know? Am I going to die?” I laughed and reassured her that no, she would be just fine. People react very differently when they are scared and facing an emergency.
Six Degrees: How many years have you been in the staffing industry
PAT CRONIN: I started in the recruiting business in 1985. (I hate saying that because it makes me sound so old. I was right out of college…..honest! )
Six Degrees: How did you get started as a recruiter?
PAT CRONIN: I got into this industry by chance as many of us do. I had a friend who worked for a staffing firm. She told me about her job and I thought it sounded interesting. I also had an ulterior motive. I thought it would be a great place to find a “real” job. My thought was to look at all the positions that came into the office and if and when I found something that sounded more interesting, I would pursue that career. I know it sounds a little corny, but even after 23 years nothing is more fascinating that the search industry. In my years in the staffing industry, I have worked both Contract Staffing/Temp side and Search.
The first 5 years of my career, I worked a desk in Southern California. In 1992, I moved to Portland OR and came to work for Volt. I was an outside sales rep for the temporary division. It was so different from the search side. I learned about account development and how to work in a fast transactional environment. I was “Rookie of the Year” and was promoted to Branch and then Area Manager. During my time in Portland, I was able to develop an on-site managed program for a large Bank. I left Volt for a short period and took a position as a Regional Director of another very large staffing firm. With in two weeks I knew I had made a gigantic mistake. While I was gone, two of the Senior Vice Presidents at Volt decided they wanted to develop a Professional Search strategy for the company. I returned to Volt in the role of Professional Placement Program Manager. I began collaborating with the incredibly talented people through out Volt to creating all the tools, infrastructure, policies and procedures, training and development, which helped Volt enter the Professional Search segment. In 2002, Volt was the first Staffing Firm to fully embrace Six Sigma and I entered the Black Belt training program. In 2005 I was certified as a Six Sigma Black Belt. Shortly after that I was promoted to Director of Professional Search. Using Six Sigma tools, we ran a Six Sigma project to determine how we could increase our market share in Professional Search. I am currently the Vice President of Volt Professional Search. The group of Professional Search Recruiters I work with each focus on niche specific positions nationally and are separated into distinct Search Groups
(We are looking for talented Professional Search Recruiters and Search Managers. Sorry, I couldn’t help myself….We are hiring! We have more client requests than we can handle!)
Six Degrees: What single event had the most impact on your sourcing/recruiting
PAT CRONIN: In the beginning, I was horrible. My idea of a telemarketing call was…”Hi, This is Pat Cronin from XXX Company. I am just calling to see if there are any positions I can help you with?” Or, “I just interviewed someone who would be perfect for your position!” I was so green! I honestly could not understand why I was not getting any business. Finally, after a few months, my boss said she did not think I was right for the business. She gave me a final warning. I had one month to produce twice as much as I had ever produced, or I was going to be let go! I remember saying to her….” I am not leaving here. You’ll see, I am going to pull this off.” That was when my career really began. I had nothing but sheer determination. I did not know how I was going to do it, but I was going to succeed. I asked everyone in my office for help. I listened to the best, mimicked them and did everything I could think of to produce the numbers I had to produce in order to keep my job. I loved this business and I would not accept any other result than success. That was the toughest month of my career. There were times where is looked impossible. However, I was determined. It is amazing what power there is in “commitment.” The last day of that month, I made a placement that pushed me right over the goal. I did it! That month taught me more about myself than anything I learned in college. Determination is what makes people succeed. Sounds so simple, but when you really, really “get” that, any thing is possible.
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
PAT CRONIN: I have had many mentors. The first was Wendy Hall. She hired me and helped me personally grow into a business professional. The team of people I worked with back in 1985 all contributed to my success as well. Margie McKay and Christina Harris, both Senior Vice Presidents at Volt gave me the opportunity to create a phenomenal career in Professional Search at Volt.
Six Degrees: Tell us about your executive responsibilities at Volt, Pat:
PAT CRONIN: My role is Vice President of Volt Professional Search. I am responsible for Professional Search for Volt Technical Resources throughout the U.S. and Canada. It is an exciting time at Volt Professional Search. We are developing even more robust and comprehensive infrastructures, which will allow us to elevate our delivery model and break out of the industry norms. We want our attention to remain on the customer and candidate experience while producing respectful financial gains.
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We have done extensive market research, analyzed business trends and emerging markets and utilized Six Sigma statistical business models to identify the best combination of process and talent. All over North America, we are expanding our investment in the most critical aspect of our business….our people. We are re-branding, re-evaluating and re-inventing every aspect of our current model. Our goal is to emerge as a World Class Executive Search organization.
We have our Professional Search Recruiters focused on the following “Niche” business segments.
o IT – Professional, Managers, PMs
o IT – Programmers/Developers
o IT – Networking/Systems/IT Support
o Engineering – Mechanical
o Engineering – Electronic
o Engineering – “Other”
o Life Sciences
o Technical Sales/Consulting…
(A software company that provides a flexible platform for delivering innovative and interactive video experiences on the WEB.)
• Recruit and hire WEB professionals: Project and Product Managers; Sales Executives, Sales Support (Senior Account Directors; Inside Sales/Business Development; Software Engineers; WEB Developers; and, QA by using the Internet to source candidates to potentially save the company $300K annualized in recruiting fees to placement agencies.
• Provide support to managers in dealing with personnel issues.
2007 – 2008
HUMAN RESOURCES MANAGER
TANDEMSEVEN, INC., Plymouth, MA (Consulting firm that specializes in the architecture and development of complex e-Business portals and applications for Fortune 500 companies with a focus on User Interface design. Reported directly to the CEO.
• Served as a member of the Management Team and support the CEO and managers, as the company’s first HR professional, to recruit, screen and hire professionals, nationally, to staff the company’s consulting projects. Hired 22 new employees in one year (CTO, Technical Architects, VP Finance, User Experience Architects, Sr. Director of Marketing, Visual Designers, Front End Developers, Sr. Director of Marketing, VP of Sales, etc.), and 6 contractors.
• Provided Human Resources to establish a comprehensive program that meets audit requirements. Advise the CEO on: terminations, insurance, benefits, conversion of employees from contract to permanent employment; and, dealing with sensitive personnel issues.
• Developed and presented the company’s first Orientation Program. Worked with Sr. Managers to establish a 2 day training for the company’s User Experience Architects.
• Initiated and managed the weekly meeting of the Management Team to provide and update information about staffing the companies consulting projects. Compiled data weekly about current projects, expected sales wins, employee and contractor availability, and a pipeline of potential candidates so that staffing resources were assigned to projects to produce revenue.
2002 – 2007
SENIOR DIRECTOR, GLOBAL HUMAN RESOURCES
Oracle Corporation / Demantra, Inc., Waltham, MA (Oracle acquired Demantra in July 2006. Demantra was a software company that developed solutions in demand management supply chain – SCM, trade promotion – TPM, and marketing analytics).
From July 2006 to January 2007, I worked at Oracle to assist in the transition of former Demantra employees to Oracle. My title/position was Senior Recruiter. My main responsibilities were to recruit, screen, and qualify sales, pre-sales and inside sales professionals for the former Demantra Sales Team and OracleDirect.
AT DEMANTRA MY RESPONSIBLITIES INCLUDED THE FOLLOWING:
• Provided the CEO/President and members of the Executive Team with human resources support in the US Headquarters, UK/Netherlands, and Israel offices that aligns human resources processes with business strategies and operating goals. Reported to the CEO.
• Served as an advisor and Business Partner to the President/CEO, works with managers and employees to solve individual and organizational issues.
• Monitored the organizational climate and assisted management in pro-actively ensuring the retention of key talent in the US, Europe and Israel.
• Recruited, screened and hired the following professionals: sales, pre-sales, telesales, implementation/professionals, project and product management, marketing product, direct and communications, R&D, and SVP’S/VP/directors/managers/executives in every department. Utilized the Internet, employee referrals, and direct sourcing saving the company placement recruiting fees.
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• Developed the following programs - company wide performance management system, comprehensive compensation structure based on job function and bonus eligibility, employee recognition program, Employee Handbook, New Employee Training, facilitated technical training, exit interview, hiring and layoff plans.
• Annually negotiated and implemented the benefit program including: insurances (health, dental, LTD, STD, life, and employee assistance), Flexible Spending (FSA), and 401(K).
• Managed the internal operations and the work environment, including chairing the Move Committee to relocate and negotiate new office space, managed the physical move and vendors to design and furnish the US headquarters office. Negotiated office space in the Israel Office.
• Reported to the CEO/President, served as a member of the Executive Team / Operations Team, supervised and mentored the HR Manager in the Israel Office and administrative assistants in the US.
• Responsible for the due diligence of personnel, benefits and contractors to sell the company. Worked closely with Oracle personnel to close the Demantra office, negotiate space in the Oracle Offices for Demantra employees and supervised the moving of personnel and files.
2000 - 2001
DIRECTOR OF HUMAN RESOURCES, US OPERATIONS (One-year contract)
Keyware Technologies, Inc., Woburn, MA (Belgium owned company that provides software authentication solutions with a focus on biometric technology):
• Developed, integrated and standardized human resources policies, procedures, and benefits, in three US offices that were previously separate companies, including hiring practices, insurance plans, 401(K), employee handbook, performance management, training, compensation structure and job descriptions.
• Recruited, screened and hired strategic sales, marketing, and software engineering personnel saving the Company $400K in recruiting fees by utilizing the Internet, employee referrals, and direct sourcing.
• Provided hands-on employee relations support to managers in the two Massachusetts offices.
• Developed a workflow system in the Internet Division with software engineering, design staff and project manager that established a schedule for customers to make changes to existing Web sites with the result of increasing cooperation between departments.
• Managed two human resources professionals in the Virginia office. Organized and coordinated the reduction of staff in the Massachusetts and Virginia offices.
• Reported to the VP of US Operations.
HUMAN RESOURCES MANAGER (Six-month contract)
Keyware – Internet formerly Newton Online Business Solutions, currently Embarc, Waltham, MA (Web design and integration firm):
• Developed a professional human resources structure including: orientation program, revised and updated the employee handbook, and provided support to management in dealing with sensitive employee issues.
• Recruited, screened and hired technical WEB professionals (designers and software engineers), sales and project management staff. Reported to the President and CFO.
1999 - 2000
TECHNICAL RECRUITER (Nine-month contract)
Charles River Development, Burlington, MA (Software Company that develops trading and compliance software for the investment and financial industries):
• Recruited, screened and hired software engineers, senior level executives, sales, CFO, VP of Consulting, and consulting / implementation managers and staff saving the company in excess of $350K by locating candidates on the Internet, employee referrals and direct sourcing.
• Created and implemented strategic hiring plans with senior management. Reported to the President and CFO.
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1997 - 1999
DIRECTOR, HUMAN RESOURCES (Three-month contract to start)
Systems Engineering, Inc. (SEI), Waltham, MA (Professional Services Company that develops software solutions utilizing Microsoft technologies):
• Developed and managed all human resources functions including: employee relations: orientation: hiring and terminating staff, and, performance management.
• Recruited, screened and hired Microsoft and WEB technical professionals utilizing the Internet, direct sourcing and employee referrals to manage and staff consulting engagements saving the company approximately $500K.
• Negotiated, implemented and introduced new health insurance and 401(K) Plans saving the company a substantial amount of money.
• Provided guidance to Senior Management in recommending solutions to deal with employee problems and issues. Reported to the President and served as a member of the Executive Committee.
1994 - 1996
Micro Tech Professionals, Inc., Waltham, MA (Recruiting and placement firm that provided contract and professional personnel to high tech and financial companies):
• Recruited, interviewed, and placed technical candidates in contract and permanent positions in software engineering, technical writing, MIS, and course development.
• Contacted managers and human resources to obtain qualified job openings, sourced and presented qualified candidates, negotiated salaries, and, closed placements.
• Participated in trade shows and job fairs to recruit candidates, and presented workshops to professional groups about interviewing techniques and resume preparation.
• Responsible for closing 30% of the firm’s business placing approximately two candidates per week. The company employed a total of 6 Placement Specialists. Reported to the President.
PRIOR EXPERIENCE IN LIBRARIES:
HEAD OF INTERNAL OPERATIONS: PERSONNEL, BUDGET & FINANCE
Massachusetts Board of Library Commissioners, Boston, MA (State Library Agency): Managed the human resources, financial and internal operations of the agency.
Interim State Librarian – Requested by the Board to take this position for 9 months so that the Search Committee could recruit and hire a permanent State Librarian.
DIRECTOR OF LIBRARY INFORMATION SERVICES, C.V. Hogan Regional Center, Hathorne, MA
LIBRARIAN, Massachusetts of Mental Health, Boston, MA
University of Pittsburgh, Masters Degree of Library Science (MLS)
University of Pittsburgh, Bachelor of Arts (BA)
Commonwealth of Massachusetts, Massachusetts State Agency Management Development Program
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“Getting that Job: The Interview”, Boston Broadside.
“Managing Change” in Practical Help for New Supervisors, Garten, Edward, Ed., American Library Association.
“Library Pay Classification Practices”, Library Personnel News.
“Guidelines for Job Sharing: An Alternative Work Option”, Library Personnel News.
Department of Employment Security, “Interviewing Skills”
Society of Documentation Professionals, “Where the Jobs Are?”
Society of Documentation Professionals, “How to Work with a Placement Agency”
Boston Computer Society (University of Mass., Lowell Chapter), “How to Get a Job in High Tech”
Massachusetts Writers Association, “Preparing Your Resume”
Northern Society for Technical Communication, “The Interviewing Process”
Vermont Library Association, “Answers to your Personnel Problems”
495-128 Human Resources Collaborative
Commonwealth of Massachusetts, Certificate of Librarianship
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OPERATING SYSTEMS: NT; Windows (95 and 98); Vista; UNIX; DOS; OS2; MVS; VMS; WEBSPEHERE
APPLICATIONS: Accounting; Advertising; Analytics, Artificial Intelligence; ATE; Authentication; Banking; Biometrics; Business Processes; e-Business; CAD/CAM; Client Server; Collaboration Management; Compliance Systems, Consulting: Data Communications;; Database; Demand Planning; E-Commerce; Education; Email; Electronics; Environmental; Factory Automation; Financial; Financial Services; Graphics; GUI; Hardware; Health Care; Human Resources; Imaging; Instrumentation; Internet / WEB-Based Applications, Portals; Inventory; Investment; Marketing Analytics; Manufacturing; Medical; Messaging; Modems; Middleware (MQSeries, Fusion); Networking; Payroll; Portals; Printers; Portals; Publishing; Real Time; Re-Engineering; Robotics; Security; Semi-Conductor; Server; Supply Chain (SCM); Telecommunications; Trade Promotion Management (TPM); Trading Systems, Video Conferencing; Streaming Video; WEB-based Video; Word Processing; WEB; Voice, Face, and Fingerprint Recognition.…
• Personal Email
We continue our series on active, RecruitingBlogs Community members with a spotlight on Dan Nuroo, Recruitment Manager at DWAS.
I first had the pleasure of meeting Dan Nuroo at The Austral-Asian Talent Conference in May, 2008 in Sydney. I was on a talent panel and shared a presentation with Kevin Wheeler. Dan was one of the audience members and it has been a thrill to see his involvement as a blogger and activist bear fruit within the RecruitingBLogs.com Community.
Dan has been specializing over the past 12 years in the IT Recruitment field. The first 6 within agencies (including his own) and since July 2002 as the Recruitment Manager at DWS an ASX listed national software and solutions, consulting company. His areas of expertise include Management, Sales, ad writing, searching, and strategic recruitment.
Q&A with Dan Nuroo
Six Degrees: Tell us of your home world.
Dan: I’ve been married to Simone (who I met first year Uni) for over 10 years and we have been blessed with 2 gorgeous kids Zachary (now 5) and Talia (now 2), and our loyal Cat Jasper, who has allowed us the honor of looking after him for most of those 10 years,
I love my football (Australian Rules Football) and cricket, well any sport really. I was an avid participant in my youth, but seem to have grown out of it! My son, recently caught the footy and cricket bug and I just finished one of the most rewarding winters of my life, by volunteering to Coach the kids at my son’s Auskick Centre, 20 or so 6 year olds or younger. I cannot put into words the amount of joy that gives me.
Six Degrees: How many years have you been in the staffing industry?
Dan: I started in this game back in 1997. I started as a Recruiter after responding to an Advertisement in the paper (remember them) for an HR Coordinator, I think they took a bit of artistic license with the term. I had grand ambitions of being an HR Generalist or something like that. This role was actually a Resourcer/Data Entry person, or general “GoFer” for the office. My company then won a large tender to get on a PSA with IBM GSA, where I became the core Resourcer for that team. As luck or misfortune would have it, 6 months into this, 5 out of the 6 people in the team left to start up on their own, leaving me holding the baby as it were. After a bit (OK a lot) of in-fighting the client became mine, and I started running the account as a 23/24 year old. This was purely IT Recruiting.
I looked after this account for close to 5 years and made some incredible friends whilst doing so, some of my clients here actually came to my wedding!
In 2002 I took a risk and moved to a company trying to build itself into an IT Recruitment Company (not the smartest thing I have ever done, as the IT Bubble bursting was still pretty fresh) and after 8 weeks and a redundancy, I set up my own company for a little while.
My wife and I had begun discussing starting a family, working for myself I could not look her in the eye or look in the mirror and confidently state what I would earn for the next month. SO I decided to move internally. Luckily enough for me, my targeted search was successful as my timing had been perfect, as the target was looking at the same time I was.
I joined DWS Advanced Business Solutions in July 2002 as their first In-house Recruiter. We have been able to grow the company from 110 permanent staff to over 500 now and I have grown the Recruitment team to a team of 4 which operates across the Nation. All the Recruitment for my company comes from my team, we rarely use third parties.
Six Degrees: What single event had the most impact on your sourcing/recruiting career?
Dan: The whole team leaving me on my own was pretty big, made me grow up and learn to handle stress I had not encountered before. However, discovering sites such as ERE.Net and Recruitingblogs.com changed my professional life. There are other weird people out there like me who love this industry. I felt at home.
Also ranking right up there was my attendance at the Australasian Talent Conference in 2008. I had not been to anything like that before (and was quite stunned I got the budget to go!). I got to meet legends I’d read about like, Kevin Wheeler, Shally Streckel, Dave Mendoza (not sucking up because this is his interview) Heather Hamilton and Rob McIntosh to name but a few. Oh I was inspired from this event, I’d never been in such company.
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
Dan: Not specifically, I have lots of people I lean on or consistently read. My readings from those two sites mentioned above help me question myself, my beliefs and my view of my profession.
Six Degrees: Tell us about your position, (responsibilities, size of your staffing organization) :
Dan: I am the National Recruitment Manager (part of the National Management Executive) at DWS Advanced Business Solutions, responsible for all the Recruitment which occurs in my company. I have a team of 3 delivering some very demanding results. My jobs is to deal with all the day to day Recruitment issues, educate the executive as to our market and outlook, to placate and deliver to the business the talent they want (hopefully) when they want it, within a Quality Framework.
Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples?
Dan: I love the creative stuff. I love hearing stories of what corporations have done to attract people. Rob McIntosh gave an example of a company that posted ipods to targeted people, with a message at the start of it as to why they were targeted and why they should join their company.
(B) In what aspects are they superior?
Dan: Creativity, and more importantly, they actually did it, not just spoke about it. They delivered something
Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why?
Dan: General outsourcing/off-shoring is taking hold more and more especially in the IT industry. Most Development seems to be heading off shore, which will change the way my company looks and how my focus in Recruitment will change to more analysis and Project Management people.
It will be interesting to see how our styles of companies survive these economic times, when there have been a few casualties already, like Satyam. I feel lucky that my company is in a pretty good place financially.
Six Degrees: Tell us about your broader involvement within the staffing industry:
Dan: I’d love to do more in this arena. I have recently been asked to increase involvement with the Australian Computer Society, presenting to Business Analysts of late as to what I look for when hiring them, and then last week even sitting in on Graduate presentations as a type of Simon Cowell character.
I started an Australian Recruiters on ERE.net and am actively involved with the guys at RBC, which started my blogging.
Six Degrees: Can you detail how the recession has affected your particular industry niche?
Dan: The months between September and April were tough for an internal recruiter here with a team. Trying to keep us relevant and thus employed was a challenge. Especially when we had industry analysts asking my CEO why he still had us. We kept ourselves relevant by getting ALL the recruitment done, with great efficiency (and bragged about our successes) and by secondly looking outside our sphere and becoming the champions of Enterprise 2.0. We found other ways of adding value to our company. And now, the pressure is on from the business again to hire. Thankfully. Managing the perception from the business, candidates and my own sanity tended to keep me busy too.
Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities.
Dan: In the last 18 months to 2 years I have really upped my involvement in the web2.0 communities. I have actively grown my LinkedIn.com Network, have pushed myself, and my company fairly hard on Twitter and talked my company into building a Facebook.com fan page.
I try new things, like a cartoon I built for advertising our roles, the key is to get involved. You actually do get back what you put in. It amazes me as to the amount people share.
Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do?
Dan: Firstly, don’t try to sell all the time. Respect your audience and trust in your message and the value people will see in it. Secondly, don’t think the technology will do it all for you. You still have to work a network, people contact is key, face to face or voice to voice are more important than having 4000 friends on facebook. Thirdly, don’t get sucked into trying to use everything that gets put in front of you. Not everything will work. Learn what works for you and dump the rest.
Finally, I do not enter and thus cannot win 100 million Euros even if the email looks really authentic.,
Six Degrees: What is your next career goal? What do you need to do to get there?
Dan: I wrote somewhere once I want to be a General in the War for Talent. Still trying to define that now that there seems to be a détente.
I’d actually like to help other Recruiters reach their success and believe in the industry and their profession. I feel a lot of disrespect for this industry in the world, which I believe some of its participants (ie recruiters) buy into. I am working on myself so as to be able get that message out there, by constantly crafting and honing my ideas and running them by people I respect and who’s judgeship I trust.…
’s Job Exchange
Introduces Compliance Services for Broadbean Clients
Newport Beach, CA, April 5, 2010 -- Broadbean Technology, a global provider of job advertisement distribution and candidate response tracking technology today announced partnership with America's Job Exchange, a leader in job search and online recruiting solutions, The partnership will allow Broadbean clients to have direct access to the industry-leading compliance-related distribution and reporting services from America’s Job Exchange (AJE) through their existing Broadbean career management and applicant tracking solutions, and provide the ability to purchase AJE services directly through their current Broadbean account managers.
“Despite a challenging employment environment, AJE continues to grow rapidly which is a result of a fast adoption of the unique value proposition that AJE brings to the marketplace,” said Rathin Sinha, President of America's Job Exchange. “Our partnership with Broadbean makes it easy for Broadbean clients to obtain the AJE suite of unique solutions using their existing relationships and technologies”.
AJE and Broadbean will work together to promote and assist clients with strategic solutions for affirmative action related job distribution. In addition to direct import of job data, and display on the AJE website, Broadbean clients’ jobs will be appropriately displayed in several diversity, disability, senior and veteran-focused AJE Career Exchanges and relevant State Exchanges. Job postings from Federal Contractors will also be distributed to AJE’s broad network of state employment offices and partner websites. Broadbean clients will additionally receive comprehensive reporting from AJE, and have the opportunity to obtain diversity-centric brand advertising solutions offered by AJE as part of their overall media solutions promoting diversity in hiring practices.
“Broadbean is a global leader when it comes to providing online recruiting software solutions to our media partners and clients. The partnership with America’s Job Exchange helps us key in to a more traditional marketplace while providing more advanced job posting capabilities.” stated Broadbean founder, Kelly Robinson. “We look forward to the opportunity to reach as many job seekers as possible; this is the promise that our partnership with AJE represents.”
About Broadbean Technology
Broadbean Technology provides global job posting distribution and response tracking solutions to many of the world's largest staffing companies, recruitment advertising agencies, technology vendors, Recruitment Process Outsourcing (RPO) businesses and major employers,increasing the effectiveness of online recruitment advertising providing return on investment metrics on job board performance.http://www.broadbean.com
About America's Job Exchange
America's Job Exchange (AJE), a pioneer in job search and on-line recruiting, specializes in diversity-focused and middle-income jobs. Thousands of employers, large and small, use its job posting, resume database, and media solutions from AJE to reach a large pool of diversity oriented job seekers while also strengthening their compliance-related efforts. AJE is a wholly owned subsidiary of NaviSite (NASDAQ: NAVI). For more information, please visit:www.americasjobexchange.com/employer .
g place on 30-31 August in Chicago. She outlines the critical role of talent management in supporting a growth trajectory in today’s business environment.
What are the top talent management challenges for businesses today?
I think the field has developed some excellent processes that the business leaders appreciate and that add value. We are increasingly a well-defined specialty that has best in class talent management practices. In financially challenging times, however, the business leaders invest their time and resources only when they see a direct link between our practices and their respective business mission and strategy. It’s now more important than ever to understand your business’ key competitive advantage and align your talent management practices to it. An example of this is to align your leadership behaviors with customer expectations and incorporate these behaviors across your talent processes.
The ‘war for talent’, which characterized the years up to the economic crisis, has been quelled as companies have fewer funds. Can companies look within to build their critical talent?
The question is about having ‘ready now’ talent for critically important positions. If we look to build from within for “sell”, or revenue generating positions, our leadership development processes must be accelerated to keep pace with the demands of the market place to have ready-now critical talent. Otherwise, the outside market will more than likely be the best supply of critical talent. On the other hand, for critical positions that are focused on “make” or cost management, value is found in constantly improving current processes to maximize cost savings, so grooming talent from within makes a lot of sense. Experiences tells me that most of us have a 70:30 ratio across the organization (invent, make, sell, and support) where 70 per cent of our leaders on a succession plan are filled internally through a talent pool, and that 30 per cent typically are needed from the outside as a new hire.
What do you say to those who proclaim talent management and leadership development to be activities relegated to good times only?
I first always want to acknowledge what probably is in the business leader’s mind, which is, reducing expenses, or implementing cost containment measures, makes a bigger difference on the bottom line than increasing sales---even if you double sales, it doesn’t impact the bottom line in the same way as reducing expenses. Therefore, to re-emphasize that our leadership development program will create greater leadership capacity to grow the business may fall on deaf ears during financially difficult times. Alternatively, we may want to repeat what we hear from the business leaders themselves, which is, “...we’re currently in a downturn, but we still have to be ready for the upturn when it occurs---and, we don’t want to be caught flat footed”. In our world, we too often dismantle our Talent Management programs to be a team player, when perhaps we should find ways to simplify and reduce. I further would add that research is showing that talent management practices are most effective when processes are integrated (e.g. leadership/management development, with succession planning/talent reviews, and 360 degree assessments). To re-build, of course, takes much more time and resources than working from an existing base in which the focus is to re-fine and integrate existing processes.
Is there a fear that progress made in leadership development and talent management by companies over the past decade might be wiped out as a result of excessive short-term thinking and non-strategic cost cutting?
Yes, there is always that fear. I don’t think my experience is unique, we all have been a part of building and creating best-in-class talent management practices linked to the business strategy only to hit upon financial hard times and see our efforts dismantled to the point of being ineffective or lacking business support. Even the best companies with best practices have short-term thinking when it comes to their talent management programs.
In the post crisis world we need leaders that inspire trust as well as imaginative and innovative talent that can rethink the company for a new reality. Is this truly attainable or just wishful thinking?
Yes, it’s absolutely attainable. The literature and research on leadership is constantly evolving and integrating inter-disciplinary findings, such as new discoveries on how the brain works as it relates to new ways of thinking, new ways of listening, new ways of speaking. How a leader brings out the best performance in others is the question I ask, and building trust is a very important variable. Trust is built by being good at what you do (ability), providing a supportive work environment (benevolence), and being accountable for one’s actions, having congruence between one’s values and actions. We need to emphasize and support these qualities in our development programs and integrate them in our talent management processes to create imaginative and innovative leaders.
The marcus evans 6th Annual Talent Planning and Leadership Development Conference will be held on 30-31 August in Chicago.
Contact: Michele Westergaard
455 North CityFront Plaza Drive9th Floor NBC TowerChicago, IL, 60611Telephone: 312 540 3000 ext 6625 Fax: 312 552 2155Email: firstname.lastname@example.org
, Advocacy and Loyalty Leaders will share insights on the latest developments in the design of strategies being deployed to determine the proper key performance indicators for customer satisfaction.
Hear from your peers first hand on how to understand customer expectations and increasing operational efficiencies in order to build upon customer experience and retention. Learn from our speakers within the Customer Experience industry how to design a more value driven customer experience strategy during an economic recession, maximize internal strategic business partnerships and create a strategic customer experience plan that meets current market demands.
Continuing its Customer Experience in the Business Strategy series, marcus evans invites SVP’s, VP’s, Directors and Senior Managers with responsibilities in Customer Experience, Customer Satisfaction, Customer Research, Relationship Marketing, CRM, Brand Communications, Customer Insights, Loyalty/Retention, Customer Relations and Customer Engagement to attend.
Current speakers attending this premiere conference are from leading companies including Thomson Reuters, BMO Financial Group, Wildblue Communications, Cisco, Yahoo, DirecTV, Polycom, Wells Fargo, Hallmark, Microsoft, Michelin North America, Phillips Medical Systems and many more.
Key conference topics include:
Design a more value driven customer experience strategy to navigate during an economic recession
Plan satisfaction metrics including net promoter and satisfaction stats to show financial impact and gauge customer insight
Marry customer feedback and response data collected to drive business process change
Maximize internal strategic business partnership for customer satisfaction to achieve enterprise wide gains
Develop customer loyalty that repels recession
This is not a trade show; our Customer Experience series is targeted at a focused group of senior level executives to maintain an intimate atmosphere for the delegates and speakers. Since we are not a vendor driven conference, the higher-level focus allows the delegates to network with their industry peers and speakers.
For more information on this conference, please visit: http://www.marcusevansch.com/CEMPressRelease
About marcus evans
marcus evans conferences annually produce over 2,000 high quality events designed to provide key strategic business information, best practice and networking opportunities for senior industry decision-makers. Our global reach is utilized to attract over 30,000 speakers annually, ensuring niche focused subject matter presented directly by practitioners and a diversity of information to assist our clients in adopting best practice in all business disciplines.
312-540-3000 ext. 6625
I have to say that I was impressed with the advancements year over year. Though most of my questions have been answered I know that the community here will not be fully convinced that video interviewing (recorded and live) plays a significant role in the advancement of hiring best practices.
Understanding that our community is rather diverse I do expect varying view points how there are a few key questions everyone will want to ask.
If you are a vendor or user and have real numbers to post, please let us know. We'd like to have a debate on the technology and share the outcome with our community.
Here are a few questions we need answered:
What is a legitimate starting point in dollars to buy into this type of engagement. Taking into account there are various forms of usage including full integrations as well as a point of sale plug and play, what can a firm expect to budget?
Is there a precedent for compliance that can be cited for clarification and legal challenges?
How does the internal talent acquisition team of a company position this solution to the business so that the investment proves to be a value add?
What is an expected period of change management during implementation on a full service video interviewing solution?
Are you considering a video interviewing solution in your organization? Below are a few of the video interviewing platforms to consider. Keep in mind that not all vendors offer the same solution and offer a variety of levels at which they can serve you.
Here is a short list of video interviewing platforms represented at HR Tech 2013: (NOT IN ANY SPECIFIC ORDER)
HireVue: click here to learn more
Our Talent Interaction Platform lets people tell their story and demonstrate their talents, enabling high-quality high-touch collaboration and insights - at the speed, quality and consistency of digital. Highly compatable, HireVue augments existing talent management applications, accelerating productivity and decision-making by providing "hi-def" clarity into people’s character, cultural fit, personality, and potential. Turbocharge your recruiting.
WePow: click here to learn more
WePow is a global leader in recruitment communication, offering breadth, depth, and a personal touch to attracting talent. WePow’s scalable and customizable video and mobile recruitment solutions simplify the way talent acquisition goals are achieved.
Our innovative clients are increasing their productivity, improving their efficiency, and significantly reducing their interviewing cost, while improving the quality of their engagement with candidates. At WePow, we translate human interactions into amazing experiences!
Reimagine recruitment and learn more about WePow’s recruitment, branding, and mobile talent acquisition solutions. www.wepow.com
Interviewstream: click here to learn more
From the Interviewstream website: The bottom line? There is no competing provider that can match the flexibility, simplicity, and level of scalability that our system can offer. In addition, since InterviewStream is the only provider to cover the entire interview cycle - from practice to employment - we have developed a knowledgeable user base on college campuses, during outplacement training, from local workforce centers - who are familiar with our tool that is being used by our Enterprise clients. 24/7 Customer Support Available
Jobvite: click here to learn more
From a single login recruiters will be able to invite, interview, screen, schedule, track and hire effortlessly from their desks. These capabilities will not only accelerate candidate screening, but also reduce remote hiring costs and facilitate panel feedback early in the hiring process leading to better candidate matches. The time saved and the feedback enabled will allow recruiters to understand their talent funnels and level of engagement better.
Unlike other video platforms, Jobvite Video is natively built to work seamlessly across the entire hiring process.
Take The Interview: click here to learn more
Learn about the compliance questions on the TTI blog: click here
Take the Interview is a company that changes the way people hire. Its software enables hiring managers and recruiters to ask candidates their most important questions via asynchronous, or not-live, video interviewing. Through its easy-to-use platform, Take the Interview makes the hiring process more efficient by eliminating the need for time-consuming phone screens.
Rivs: click here to learn more
RIVS was born out of necessity. At their previous startup, our founders constantly struggled with the vast inefficiencies of the hiring process. Their company was growing quickly, and so they needed a lot of great people, but couldn't afford to spend the time reviewing every one of the 1,748,921,303,569 job applications they received every week.
GreenJobInterview: click here to learn more
Provides cloud-based virtual interviewing solutions that help employers dramatically reduce the time and costs associated with scheduling and conducting interviews.
Clients reduced their interviewing costs by roughly $18 million in 2012 alone by using GreenJobInterview’s solutions.
More than 20,000 interviews were conducted on the GreenJob LiveTM platform.
The Orange County Business Journal named GreenJobInterview® one of Orange County’s “Fastest Growing Companies.”
Sparkhire: click here to learn more
Lower cost monthly subscription model. Eliminate the need for time-consuming phone interviews. Set up one-way video interviews in which your candidates record video responses to your interview questions. Watch and evaluate candidate responses whenever, wherever.
Montage Talent: click here to learn more
Montage Interview expands your recruiting reach by virtually eliminating the need for candidate and interviewers to be in the same location. With just an Internet connection and a webcam, live video interviews can take place between a candidate and one or many hiring decision makers. Anytime. Anywhere. Even from a mobile device or tablet. We have capacity for unlimited interview participants for an unlimited duration.
Ansync Interview: click here to learn more
Very cool new LinkedIn Feature on the Async video interviewing platform: click here to learn more
Quicker response times? Simple setup? Less insecurity? Most candidates would welcome those additions to the recruiting cycle. Give your candidates a simple, solid solution that makes sense in today’s business climate. Async offers practice interviews and tips throughout the interview process to put your candidates at ease and works with several candidate experience award-winning companies.
In a recent poll of a client’s candidates, 100% of the candidates had never done a video interview before, over 75% of candidates stated they enjoyed the experience.…
oponent of pushing for more of a decision science within the Talent Acquisition function since first entering the field – even in my early days of recruiting inexperience, I knew that we were not leveraging any of the similar decision sciences I had seen or used among my previous marketing, sales, and/or operations background.
Due to the potential complexity of your question, it’s important that we set a few guidelines up front. From a scientific standpoint, it’s important we state our assumptions before attempting to build a model. Let’s quickly do that:
1. First, your question involves web tools that enable ‘identifying and recruiting passive candidates’. Since your question revolves around the ‘passive’ candidate, we can eliminate any job boards and explicit advertising from our answer. In addition, we can also eliminate any non full-time direct-hire employees (as most are aware that short-term contractors usually fall into the ‘active-candidate’ category).
2. Secondly, your question involves the notion of ‘Return on Time Invested’ (ROTI). The notion of ‘Return’ originally derives from the Accounting and Finance function, and is stated quantitatively. As such, there must be a numerator and denominator, and depending on the circumstances, the quotient/product can be stated in one of the following manners:
a. Ratio (i.e. x:x, 5:1, 7.3:1)
b. Percentage (i.e. 200%, 0.98%)
c. Index Score (this will take into account certain independent variables and sometimes allows for a better side-by-side comparison of values.)
3. Thirdly, it is important that we define ‘Effectiveness’ to properly answer this question. The best definition I was able to find is, “The extent to which actual outcomes are achieved, against the outcomes planned, via relevant outputs or administered expenses.” The reason I believe this to be the superior definition is because there is attention given to ‘impact’ as well (this is where well-intentioned HR and TA programs fail as the programs may be effective, however lack true impact on organizational performance).
4. Third-Party Recruitment is concerned with several metrics, however there are 3 true mother metrics that drive all others:
a. Number of Placements
b. Avg Placement Fee
c. Annual Billings
[See note below.]
5. Corporate Recruitment is concerned with several metrics, however there are 3 true mother metrics that drive all others:
[See note below.]
[Note: Some may argue that there are several other important metrics to follow on the TPR side (such as Sendouts:Offer, Sendouts:Month, etc.), however the true mother metrics are listed above. Likewise, some may argue that there are several other important metrics to follow on the Corp Recruitment side as well (such as Interviews:Offer, Recruiter Efficiency, etc.), however the true mother metrics are listed above. The analogy is that we can follow numerous financial indicators for a firm and each metric offers independent value (such as ROE, ROA, Asset Turnover, etc.) . . . however the true mother metrics are Earnings-Per-Share (EPS), Market Capitalization, P/E Ratio, and Stock-Price.
This is where the tricky part begins – time allocation in terms of identifying ROTI. For example, we may spend a total of 8 hours ‘sourcing’ for a given role, however only 1 of those hours may have been spent on the actual source/channel upon which we’ve identified the passive candidate. What compounds this is exactly what Shally mentions – the current notion of an ‘integrated’ desk which involves several applications and browser windows open. As such, we may quickly source 10 channels in an hour period, upon which we enter a ‘deeper dive’ depending on our initial results. I only mention this because it’s easy to see just how complex the answer to your question can become. The only ‘real way’ to note true ROTI would be to keep clicking a timer as you move from source to source and from channel to channel.
Also, we must ask ourselves whether we are going to allocate the entire amount of time spent on the search itself into our ROTI number. Doing so will truly allow us to answer the question of how much our time was worth (for example, if we spend 40 total hours on a $40k fee, then we can identify that our time was worth $1k per hour on this individual search). However, although this will allow us to identify specifically how valuable our time was, there is no correlation back to the source itself. When I say that, I mean that we’re dealing with human beings and some take more emotional attention, persuasion, and closing than others.
Another factor that may serve to greatly complicate our attempts to quantify source value is how many degrees away our placed candidate is from the original source that led us in the candidate’s direction. For example, let’s say we find an initial candidate on LinkedIn, who then refers us to the candidate we actually place. Would that mean LI was not of value to us? Obviously, the original source was of great value, but it’s not so easy to identify this if we’re looking at things with black-and-white ratios.
In going through this process, I’ve given the concept of ‘waste’ considerable thought (in the Six Sigma and LEAN sense). I say that because some may say that although we spent 40 hours within a given search, 20 were spent on sources that did not yield a placement or hire. But were those hours technically waste? Not really, as sourcing is an overall process. An analogy would be an engineer that spends 40 hours trying to correct a problem, but spends the final 1 hour reconnecting a wire that was disconnected. Would this mean his prior 39 hours were waste? No, not at all. His previous 39 hours may have led him to the root cause of the problem.
Based upon all these things, this is my recommendation:
a. Group sources into categories. For example, LinkedIn may be in its own category due to its power as a source. Facebook, Twitter, and MySpace may also be in their own categories. Blog Searching may fall into a distinct category, as may several Boolean search strings using Google and MS Live. This would all be dependent on the individual organization and the differing external talent pools, etc.
b. Block out your ‘Sourcing Time’ into 15-minute blocks. By doing so, you will allow yourself to remain committed to a given ‘Source Category’ without overdoing it.
c. Source individual projects at a time. When I say this, I mean to focus on a given requisition or job family, etc. This is imperative for tracking purposes later.
[Note: I would recommend against grouping too many sources into the same category as this will reduce the power of this technique. If you know certain sources are effective given your personal needs, ensure the source is in its own category for tracking purposes.]
By engaging in categorizing out your different channels and sources, blocking out your time spent within each source/channel, and by sourcing individual projects or job families at a time, you’ll be able to track the entire time spent sourcing for a search. Upon doing so, this is how your tracking matrix may look per project or job family:
a. Source A (LinkedIn) = 6 hours
b. Source B (MySpace/Facebook) = 8 hours
c. Source C (Blog Searching) = 2 hours
d. Source D (Twittering) = 1 hour
e. Source E (Boolean Search ‘xyz’) = 4 hours
f. Source F (Direct Sourcing) = 16 hours
At the end of a month, quarter, or year, you can return to review your sources and total time spent within them . . . in addition to the mother metrics given your role (TPR or Corp Recruitment).
At this point, we can then overlay this time information onto our aforementioned mother metrics. Examples would include the following:
Third-Party Recruitment (LinkedIn Annual Review)
a. Time Spent Within Source = 240 hours
b. # of Source Placements = 12
c. Source Avg Placement Fee = $25,000
d. ROTI = 240 hours / 12 placements = 20:1 (i.e. we make a placement for every 20 hours spent within this source).
Third-Party Recruitment (Direct Sourcing)
a. Time Spent Within Source = 800 hours
b. # of Source Placements = 24
c. Source Avg Placement Fee = $28,500
d. ROTI = 800 hours / 12 placements = 66.7:1 (i.e. we make a placement for every 66.7 hours spent within this source).
Third-Party Recruitment (OVERALL Source Review - Annual)
a. Source A (LinkedIn) = 20:1
b. Source B (MySpace/Facebook) = 120:1
c. Source F (Direct Sourcing) = 66.7:1
[Note: Obviously, the lower the ratio, the more effective the source.]
Corporate Recruitment (Facebook Annual Review)
a. Time Spent Within Source = 110 hours
b. # of Source Hires = 6
c. Source Cost-of-Hire = $5,500
d. Time-to-Fill = 45 days
d. Quality-of-Hire = 3.5/5 Stars
e. ROTI = 110 hours / 6 hires = 15.7:1 (i.e. we make a hire for every 15.7 hours spent within this source).
Corporate Recruitment (Boolean Search ‘xyz’ Annual Review)
a. Time Spent Within Source = 150 hours
b. # of Source Hires = 15
c. Source Cost-of-Hire = $4,000
d. Time-to-Fill = 27 days
e. Quality-of-Hire = 4.1/5 Stars
f. ROTI = 150 hours / 15 hires = 10:1 (i.e. we make a hire for every 10 hours spent within this source).
Corporate Recruitment (OVERALL Source Review - Annual)
a. Source B (Facebook) = 15.7:1
b. Source E (Boolean Search ‘xyz’) = 10:1
c. Source F (Direct Sourcing) = 200:1
[Note: Obviously, the lower the ratio, the more effective the source.]
To conclude, Bill, I would suggest that we look at our Source data in such a way as to accumulate knowledge for targeted use on future searches/requisitions. In this manner, we will be better able to increase performance by using forward-looking projections to formulate leading indicators (an example would be TPRs’ or Corp Recruitment using the knowledge that Pivotal Talent Pool ‘X’ is populated primarily with candidates from Source ‘A’).
Our industry is in perfect position for a more intelligent decision framework to be architected and implemented, much as is being done by John Boudreau (Research Director of the Center for Organizational Effectiveness at USC Marshall School of Business) has done with the new notion of "Talentship". I would hope that some of the above answer adds to the growing field of opinions and research in our sector and I look forward to your thoughts and feedback.…