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Blog Post: Spark of the Recruiter Civil War: The Pricing Paradox of Huge Fees

A New Recruiting Paradigm Emerges | …

Added by James Chmielinski at 1:02pm on December 30, 2014

Blog Post: Elevate 2015 - The World's Largest HR Virtual Summit - Roundup (Part 1): If you do not know, Elevate…; Added by Ngan Pham at 2:43pm on November 13, 2015

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

Blog Post: 6 Winning Traits of Startup Employees: Added by Ryan Mead at 9:58am on September 30, 2015

Blog Post: Post-COVID Campus Recruiting Trends You Need to Know: Out of 929 businesses responding to Northstar Meetings Group’s latest PULSE…; Added by Ngan Pham at 11:51pm on September 20, 2021

Blog Post: How to Select the Right Applicant Tracking System for Your Organization: Picking the wrong applicant tracking system (ATS) can often be annoying. By the time your team realizes that the ATS might not be suitable, the team might have sunk a…; Added by Ngan Pham at 12:07am on August 5, 2021

Blog Post: What Recruiters Can Learn From Outplacement - A Conversation with Orville Pierson - Former SVP - Program Design Lee Hecht Harrison

The Unwritten Rules of the Highly Effective Job Search - The Proven Program Used by the World's Leading Career Services Company - by Orville Pierson Highly Effective Networking

What Recruiters Can Learn From Outplacement - A Conversation with Orville Pierson - Former SVP - Program Design Lee Hecht…

Added by Mike Rasmussen at 12:23pm on December 19, 2013

Blog Post: Advice For New Recruiters Starting A Career In Recruiting

If you are new to recruiting don't skip over this. If you've…

Added by Clinton Buelter at 11:03am on September 15, 2015

Blog Post: The Top 5 Performance Management Goals For Leaders (with Objectives and KPIs): Business owners and leaders have plenty of reasons to be concerned about the future health of their workforce— in terms of their ability to attract talent, as well as the looming threat of…; Added by Phil Strazzulla at 12:19pm on April 17, 2023

Topic: Meet Robert Gray, Executive Search: Youth & High school Football Coach at www.o-d.com Personal Causes: Breast Cancer fundraising/awareness Office/Cell Number: 978-474-8055 Personal Email: rob@hireimage.net Q&A with Robert Gray Six Degrees: Tell us of your home world. Rob: I married my college girlfriend (university of New Hampshire at Durham) after a 8 year courtship, not sure why she “hung in” there, but I’m glad she did. We have two beautiful kids, Jackson age 13 and Michaela age 10. We do have a family pet, Henry, a lively 6 year old jack Russell terrier. I would highly suggested doing research before buying one, they require a ton of attention, long walks at night and plenty of love…wait, that’s me…Henry is low maintenance, really. He runs the house with an iron paw. People who want to capitalize on Relationship Capital as a popular measure of networking success are the people I want to connect with. Consequently, web 2.0/networking is a passion. I run my Prep School (Bridgton Academy) Alumni networking group and love social networking for business and new connections. I am very active in my community as a youth sports leader and mentor. My real passion is coaching Life, I mean Football. Well, you get it. It’s one in the same. Having played Division 1 college football and now being able to pass along my “hard earned knowledge” to young men is a self-fulfilling prophecy “you get what you give”. My young players are all going to be great teammates, students, citizens, husbands, fathers and above all leaders. I am honored every single day I get to be around such motivated and inspiring young athletes. Having some part in their personal development makes it all so rewarding. 100 % of the kids we coach will play sports for a living! That’s right, 100%.... can someone challenge me that life, in and of itself is not a sport? That in America we reward the focused, driven and committed individuals. What adult that makes a living in this country, doesn’t have to compete in some way or another for either their livelihood, or to keep their job? What youth football coach in America (that’s worth his salt- thanks Vince), isn’t preparing your young men for their future & building a solid foundation for success in any endeavor that life has to offer. Football is a metaphor for life. Anyone that has played this game to the high school level knows this to be true. The top sales rep at the office, the focused & committed surgeon that operates on you, the person that tunes your car engine up and checks your brakes, the person that builds your home, they are all striving to earn your business. This is America, we welcome competition for EVERYTHING! It’s the fabric of our society. What makes you successful is your desire, commitment and dedication to be the best at what you do. Hmmmm, where have I heard that before? Harvard business school’s first rule of business is: If you don’t have a competitive edge, don’t compete! Maybe that’s just something we should wait to tell our kids when they are in….say…. college. Yeah, sounds about right. They’ll be much more mature at that point and better prepared to handle it. Hello! “Yes, Mrs. Jones, we are running sprints at the end of practice and painful as they might be for you to watch, your son will make it”. Football more than any other sport relates to how “working hard tends to make good things happen” and how being part of a team leads to a deep sense of pride and self-respect. Football coaches have a responsibility to help create a foundation in their players that teaches: Hard work will be rewarded! Preparation is key to success and Team comes first.....we were taught these things by our coaches at the exact same age as our players are now. We have an obligation to give back what we got. No? I have no complaints at all, I am coaching my son and his friends and we get so much out of the total experience that I am glowing with pride both as a father and a coach! I am helping in some small way; positively shape the lives of these kids. And, what I get back from this experience makes the 25 plus hours per week I volunteer pale by comparison. My advice to business leaders and former athletes is to “get involved” you can’t put a price on what you get back. Six Degrees: How many years have you been in the staffing industry? Rob: 2009 marks my 12th year in the Executive search industry. Hire Image is the third company I have built and branded. My firm has satisfied clients all over the world and has built outstanding best of breed sales forces for some of the best Hi-tech firms in the world. Six Degrees: How did you get started as a recruiter? Rob: I spent my first 9 years out of college with E & J Gallo Winery. The best sales training program in the US. Consumer goods is a great place to start your career, box seats to all the games, dinner out three nights a week, but that gets real old at 30. I got out to chase the money in hi-tech, period. Living in Boston in the late 90’s and not being in Hi-tech recruiting was a sin. Six Degrees: What single event had the most impact on your sourcing/recruiting career? Great question. I started my Career at a F500 agency, sat next to several million dollar a year billers and was floored by the money they made. I knew I was in the right Industry, same deer different forest thing, just a learning curve to get past. Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after? Rob: Absolutely, one of my oldest friends and former business partner mentored me for my first few years in the industry. “Stay on the phone, good things will happen” is what he told me a dozen times a day. Its so true, you want to reward yourself then pick up the phone and make another call. No victory laps here kid. Six Degrees: Tell us about "Hire Image" Rob: I have run my own firm since 2000. My world is “kill what you eat” period. I have never not run both sides of a desk. I have a partner in Amsterdam that runs EMEA and I run North America. I can and have managed up to 20 clients at once, but that’s about the maximum. I run a strict recruiting life cycle process and never manage the pipeline, just steer it. Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples? Rob: I’ve always admired the retained search groups for the attention to detail and candidate control they have. After the white-hot dot com era, I developed the Hire Image software sales candidate evaluation best practice. Here is the quick version: Enterprise Sales Ability Strong Revenue achievement selling Enterprise applications... We look at the last 5 year W-2 history. Acceptable low end average is $200,000, (We prefer to see $250,000 average) with an average quota of ~$2,000,000. We also would like to see that the candidate has closed 6 or more deals over ~$500,000 and 2 or more deal over $1,000,000 in the last 5 years. If the above criterion is met, then the hard assumptions we must make are: A) This candidate can get in the door (fortune 500- CXO level) for first meeting and set the tone. Additionally, this candidate is a businessperson that can relate to the needs of CXO’s from a strategic view. They understand the business drivers as well as integration issues. Measurable components: W-2 Stream over last 5 years; Large deal history over last 5 years; Ability to articulate solutions sales skills; Demonstrate a consultative sales style; and Demonstrated stability – has stayed with previous employers long enough to generate customer loyalty B) This candidate has proven experience selling enterprise applications where they have taken a business solution and built strategic thrust with value. Then, have the ability to navigate the strategic initiative through a complex sales cycle to closure. Bottom line: This Candidate knows how to explore and develop business issues and objectives, create a mutually shared vision of the solution, match those visions with the capabilities and technology, and keep control of the buy cycle. (Solution Selling 101) Typical enterprise solution sales cycle includes: Identify CXO (sales, marketing and CIO) critical business issues (pain) and who in the organization is impacted. Provide capabilities that map to the CXO resolving these issues. Document sales process and plan the sales cycle for the CXO to agree upon. This lets us know if the CXO is serious about continuing this business relationship and it identifies the next steps in closing the sale. Provide a compelling accurate business case (value proposition, cost justification and confirmed agreed return on investment Vertical Expertise Measurable components: Number of deals sold into desired vertical Previously worked directly in the vertical (hands-on at potential customer target account) This candidate has sold multiple $500,000+ licensed software deals into Major clients within your targeted verticals. (Major defined as +$3B total revenue) Or, the candidate has worked for 5+ years in a hands-on capacity within the target industry. If the above criterion is met, then the hard assumptions we must make are: A) This candidate understands the buying criteria, business drivers, and influencers within this particular Industry. This candidate also comes to the table with a Rolodex of CXO’s that should facilitate first meetings based upon candidate’s business relationships (reputation). B) This candidate has sat on the other side of the table and understands the business issues that the buyer is facing – can relate to those issues from personal experience. Domain Expertise Measurable components: Experience selling for direct competitor or competitive product Experience selling complimentary or other desired application/technology Advanced technical aptitude (previous experience as an S/E or similar experience) This candidate has sold multiple $500,000+ license software deals in your specific domain. If the above criterion is met, then the hard assumptions we must make are: A) This candidate has the ability to sell a business solution (vision). This candidate can quantify a value proposition and translate that into real time return on investment. This candidate has very strong upfront communication of Economic Impact. Pluses: Start up experience- We like candidates that can “evangelize”, that have “missionary mode experience” and have scaled out net new business with few pre-existing customers. Six Degrees: How do you get to the C-level and what do you do once you get there? Rob: Most candidates are good at getting to "ground swell" - functional people. These people will give you the answer to "where is the pain" and plenty of soft assumptions... but they are not the C-level decision makers. (B) Six Degrees: In what aspects are they superior? Rob: This best of breed evaluation practice offers all interviewers a guideline to evaluate candidates against. It serves to keep your hiring manages focused on what’s important. Once you can get a client to agree on evaluation criteria, you have a much better shot at getting your candidates through the “gauntlet” Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why? Rob: Web 2.0 is has changed the game to a large degree, however our services as executive search recruiters will never be replaced. Sourcing elite candidates and selling them on your client’s value as an employer will always require the skilled hand of a seasoned recruiter. “A players” always have employment choices, selling them on making a move requires a consultative relationship that is built over years. Additionally, I see more RPO (recruiting process outsourcing) firms in the market. Six Degrees: Tell us about your broader involvement within the staffing industry: Rob: I am a regular at Mass Hi-tech, ERE and Boston area networking functions. I attend Fordyce annually and participate with LION, Jobmachine.net, Recruitingblogs.com, SourceCon, Cybersleuths, Networked Recruiter and of course the number one recruiting blog “six degree’s from dave” Six Degrees: Can you detail how the recession has affected your particular industry niche? Rob: Enterprise software sales recruiting is slow, period. In the late fall 2008, I thought this was another “Top Grading” market. However, the pain runs deeper and longer. The good news is that top candidates are still being placed and recruiters are still being paid. My suggestion is to find your niche and work it. Sales engineers that have strong technical backgrounds are always in demand. Top enterprise sales athletes are still coveted, no one is open for business without an elite sales force. Find those industries that have organic growth. Greentech, Solar (PV), and Carbon emission management systems are right on the horizon. This world still runs on software, that’s not changing, stick to the basics. Software and platform as a service in Healthcare IT is a good place to start. 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. Rob: I currently sit on Advisory boards for some of the fastest growing technology companies in Cambridge/Metro Boston, Ma area. The 128-technology belt is my “backyard” and home to hundreds of Software/Venture Capital firms and Business Incubators. I am truly blessed to be recruiting/living in such a fertile technology rich area. In fact, many of my neighbors are Software executives. My advice is to “get smart” on Healthcare IT, specifically voice recognition software. Target the competitive landscape and subscribe to a sales intelligence service. I use Zoominfo ( HYPERLINK "http://www.zoominfo.com" www.zoominfo.com) I think it’s the best product on the market 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? Be specific Rob: Networking is a function of making connects, period. The more connects you make on a daily basis the better your OBP (on base percentage). However, don’t be fooled in thinking you don’t need to pick up the phone. Nothing will replace talking to your clients/candidates. Don’t try to be the expert on all verticals and domains. Pick several that you have an affinity for and become a subject matter expert. Six Degrees: What is your next career goal? What do you need to do to get there? Rob: My next career goal is to transition my business into a pure retained search model. This is easier said than done, work in progress. Stay tuned world.…; Added by Dave Mendoza at 2:37am on May 18, 2009