Connecting People with Opportunity

Ass Backwards

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 14 May 2012 13:36:00 +0000

Being a recruiter isn't easy. There are lots of highs and lows. You’re pulled in a lot of different directions, supporting a number of high priorities; all of which are more important than anything else you’re doing, with many bosses telling you how to do your job.

Candidates act in their best interest, which doesn’t always mean they are completely forthright. Companies act in their best interest too, and because there are many competing factors in business, there are a lot of starts and stops. All of the uncertainty begets stress. Not every company, and not every candidate, handles it well.

I’ve been let down, disrespected, verbally abused, threatened and just plain taken advantage of. If my job were music, it would be the blues. And, not just any blues; the nitty, gritty, dirty, don’t admit to being there kind of blues. You can almost hear the standup bass thumping, the symbols tapping and the piercing saxophone blowing.

Why do I do it?

I get to improve lives. I connect people with opportunity. It’s more than a catch phrase. It’s the reason I left corporate recruitment roles with some of the largest organizations in the world. I wanted to be able to take the time to understand an individual’s unique needs, and then go seek out opportunities that provide the individual with what he/she is looking for.

For many companies, this is an ass backwards approach.

Businesses have talent needs. They have to fill a vacancy, prepare for an anticipated promotion, and, often, to replace an underperforming employee. It’s challenging for sure, but it’s really just a process filling holes in too many cases.

Great recruiting is proactive. It’s done in advance for a reason. Relationships are built and fostered. When needs arise, the talent has already been identified. Skills and experiences are already vetted, and it comes down to candidates navigating an interview process.

Here’s the rub. There are so many people jumping into the recruiting game that have no clue what they’re doing. They are pushing bullshit, just to get a candidate’s information into their client company’s database. Candidates are suffering from it, and the perception of a recruiter as a headhunter makes it very easy to lump all recruiters in one bucket.

Resources and technology like LinkedIn have made it easy to connect, but that’s no relationship. Candidates can do themselves a disservice when they over-connect. Over-connecting is when a candidate connects with as many recruiters as possible. This is a shotgun approach and not very different than flooding a market with a resume. Besides that, once a recruiter knows that the candidate is working with every possible recruiter, working with the candidate becomes less desirable.

I suppose it works for some. Not me. I’m focused on providing the candidates, with whom we work, with an incredible experience. I want them to feel well communicated with and prepared, and I want them to see YELLOW DOG as a resource. If they don’t, then they don’t deserve to work with us. That’s not arrogance, that’s commitment.

After nearly 7 years in business, and 19 years of experience interviewing and recruiting, I think I may be onto something. Time will tell.

Out of Grade

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 30 Apr 2012 19:15:00 +0000

I wouldn’t characterize it as epic proportions, but I would say there has been a major increase in the number of people that just don’t get the numbers.

Here’s a quick synopsis. Jobs, within most organizations, are classified on a grading system. It’s a measuring tool that sorts out compensation. The system measures many factors, including those that are common to all jobs - problem solving, accountability and know-how. A grade is reflective of the responsibilities associated with the specific position. Within each grade, there is a range; typically a low, a mid and a high salary point (+/- 15 to 25% of the midpoint). The salary midpoint of a grade is usually 20-30% higher than the preceding grade’s salary midpoint. This salary range allows there to be growth within grade, and it also helps to benchmark with the competition.

Now that we’ve had a refresher on salary grades and ranges, let’s explore a real-life scenario that has become quite common. A $3M casual dining restaurant operation typically has an organizational structure comprised of a General Manager, a Culinary Manager and a Service Manager leading a team of 50 employees. The Culinary Manager position, for example, based upon the responsibilities and volume of business, is likely slated to be a $50,000 salary. Let’s say the person in that role has done a good job. She is hard working, dedicated, and professional, and has performed well. She’s the type of Manager the company wants in the position. Unfortunately for her, if she’s stayed in her role more than 4-5 years, she has altered the value of the position. Let me explain.

The position was designed to pay $50,000. Over time, through merit or performance increases, the person has likely increased her salary to $60,000. Therein lies the problem. The position was designed to pay $50,000. Now, the restaurant operation has to earn an additional $10,000 just to break even.

The individual may be content. She may love doing what she’s doing and may want to do it forever. Or, perhaps, there is no position available to be promoted into. In either of those cases, the person will not control the company’s decision to make a change if it makes business sense. She has, essentially, pushed herself out of grade.

When that individual begins seeking new employment, she has reality to contend with. Comparable positions, for which she is qualified, will pay $50,000. She thinks she should be paid $60,000 because that is the lifestyle for which she’s grown accustomed.

This example illustrates one reality of our changing workforce. Clearly defined succession plans with associated timelines are imperative for any organization to keep its talent. If the company doesn’t provide an established path, its employees will recognize very quickly that their best options are outside the company.

Liar Liar Pants On Fire

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 16 Apr 2012 15:01:00 +0000

We invested a lot of time, effort and energy, supporting a candidate through an interview process a few months back. It’s standard operating procedure for us. We want the candidates we work with to know we are invested in them.

The candidate had already been through 3 rounds of interviews and was scheduled to fly to an out of market location to participate in a shift observation. This is a common step in the interview process. It’s designed to be an introduction day where the candidate and the company can get a better feel for what real life in the restaurant looks like.

We spoke with the candidate the night before he was scheduled to travel. He was excited, and a little nervous, but well prepared and well capable of winning the upcoming interview/visit. The next day, we received a call from the company’s Vice President of Recruiting. She wanted to know why the candidate never arrived for his interview.

We were shocked. We called multiple times, left voice messages, emails, and texts. It seemed to be so out of character. After 3 days of no communication, we received a call from the candidate. He described a horrific accident. He was on his way to the airport to head out to his interview when a car suddenly veered across 3 lanes of traffic and slammed into him. He fought to maintain control, but hit the railing. He said he was fortunate to survive. His car was mangled and he was hurt, but very glad to be alive. As a result of what he had been through, he decided he did not want to continue the interview process.

We were happy to hear he survived, but something just seemed odd. The reasons he wanted to leave his present job hadn’t changed. And, besides that, what were the chances an accident happened on the day he was supposed to go to an interview?

Then, we got a call from a mutual contact, someone that also knew the candidate, and he shared there wasn’t in a car accident at all. The candidate just got up and didn’t feel like going, so he concocted a lie as an excuse. There was no damage to his car, and he was back at his present job the day after the supposed accident. (Another shining example of how great relationships often yield great information.)

The lengths people go to, to lie and cover the lie, never cease to amaze.

Recruiters are naturally inquisitive, but we’re also extremely skeptical. We’ve heard tons of excuses, and many of us have studied non-verbal communication to help determine what is truthful and what isn’t. No single behavior can be relied on as an accurate indicator of deception, but clusters of signals can be identified. Changes in physical behavior, coupled with a rise in the pitch of a person’s voice may indicate stress, which can mean the person is being deceptive.

Following are some behaviors that when demonstrated in response to probing questions often indicate people are lying:

Perspiring and gulping
Touching the nose or covering the mouth excessively
Rubbing eyes, forehead or neck
Nodding in a manner that is inconsistent with the answer given (e.g. person says “no” but nods in an affirming way)
Increased blink rate, fidgeting or shuffling
Avoidance of physical contact

No single behavior should disqualify any candidate from employment consideration. However, skilled interviewers can increase the likelihood of successful hiring by paying attention to all the clues in totality. There are always a few more questions that can be asked if there is any uncertainty.

For more on this topic, read “The Black Book of Lie Detection” by Martin Soorjoo at www.investigationsystem.com.

Three Reasons Your Restaurant Needs to Embrace Social

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 02 Apr 2012 20:20:00 +0000

Guest Post by Emerald Reilly

Emerald Reilly, Senior Analyst at FohBoh.com

The restaurant industry is naturally social. As a FOH team member your job is to interact with people, guests and fellow employees. As a Human Resources and recruitment professional you’re passionate about people and connecting them with the best position to suit their skills and allow them to thrive. Being such a people oriented industry; we seek to benefit the most from Social Media. We can find practical applications for social in almost every corner of our industry, from human resources to operations to the obvious, marketing. The rate at which information is being shared on the web is astounding.

In 2011, Facebook accounted for 52.1% of all sharing on the web and social sharing via a mobile device increased 6 times (Add This) from 2010. What does this mean for a restaurateur or recruitment professional? Not only are your restaurant’s guests finding information about you and sharing their experiences online so are your employees and, more importantly, your potential employees. If you and your company are effectively using social media for either recruitment or marketing, I’d love to hear your success stories or questions in the comments section. If you’re still on the fence in regards to the power of the social web, here are just a few of the reasons you need to embrace social, and fast.

1. Your Customers Are.Consumers are spending 1 out of every 6 online minutes on social networks (2012 U.S. Digital Future in Focus). I’ve had many potential clients tell me that their target demographic wasn’t online, or not using social networks. They’re wrong. In 2011, the fastest growing demographic was Grandmas (women over the age of 65). More telling is that fact that 71% of 16-24 year olds prefer to deal with brands and customer service issues online (Our Social Times) and look to the social web first to solve a problem. This group represents your current and future work force, and customers. If you want to connect with and recruit them, a presence and active social strategy on social platforms is a must.

2. Consumer Data. At FohBoh, one the features of the social that gets us really jazzed is the plethora of data that derives from social conversations. In our industry, we spend tens of thousands of dollars each year on surveys and focus groups to help us improve our customer’s experiences or hiring protocols. The beauty of the social web is that we can harness these online conversations and take them from data to insights to ideas. Thorough complex social tools, we can not only break down millions of conversations about our brand and products but also find out who our consumers are. At FohBoh, we produce extensive reports on social data where we can tell you the age, gender, interests, connections, location and more of your consumers. In addition to seeing how this information is vital to marketing functions, it can also be helpful in learning more about the pool of applicants in today’s job market and recruiting trends. Social feedback is much more powerful and meaningful because it’s unsolicited commentary. No one paid these consumers to share their feedback with us, rather they were moved enough (in a bad or good way) to share their feedback with their network.

3. Visibility. When looking to find their next great meal consumers are not looking up your restaurant’s website first anymore, they’re making assumptions about you by searching for you on Facebook and Yelp and seeing what other consumers said about their experiences. When looking for their dream job in the hospitality industry, they’re not looking on Monster as much anymore, rather they search for openings on LinkedIn and other socially savvy recruiting sites like YELLOW DOG. They’re looking for recruiter’s Twitter and LinkedIn accounts to connect with you before applying. Both perspective guests and employees will make assumptions about who you are as a brand from your social profiles. Employment is as much about you selling them on wanting to work for your company as much as it is them selling you on their skills. Your social profiles can be the window in to your brand, a platform to showcase what your company represents. Let them get to know you through photos, employee profiles, and the content you share. On the flipside, you should be searching for applicants on social networks to learn more about them and the skills they have that might not be conveyed through a résumé. I encourage you to check out how Taco Bell and The Cheesecake Factory are not only using LinkedIn, but also Twitter, to give perspective employees a look in to their brand’s culture. For more on the subject of visibility, check out the newest blog from YELLOW DOG’s own David Rose on FohBoh (http://ow.ly/9XFWT).

To learn more about Emerald and social media reports and analytics for your brand, follow her on Twitter at @FohBohGem. Join the conversation for free on the largest online community for the foodservice industry at www.fohboh.com and follow us on Twitter for the latest industry news at @FohBoh.

For the Right Opportunity

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 12 Mar 2012 23:51:00 +0000

Relocating means more than boxes.

“I am willing to relocate for the right opportunity.” Talk about a vague, essentially meaningless statement. I’ve heard it a million times. Candidates don’t want to limit themselves to opportunity, so they try to maintain a willingness to look at opportunities outside of their current market. The assumption is that if they could only get their foot in the door, they will prove themselves and move on.

It’s almost admirable; almost. I have seen candidates, time and time again; accept a great job with a great company in a new market, only to find it doesn’t work. It doesn’t work for a variety of reasons, but most often, it has to do with poor personal fit; the person, or the person’s family, isn’t happy in the new location.

Relocation assistance is attractive to top talent. Companies, however, try to minimize overall relocation program costs while still maintaining a competitive edge in the market. Companies take calculated risks every time they hire and relocate talent.

There is some good news. Organizations are relocating increasing numbers of both, current employees and new hires, and it is expected that these increases will continue, according to WorldwideERC The Workforce Mobility Association.

Beyond relocation support, there must be a community connection. It’s about the time the individual has invested in a given market; the threads that he or she has weaved, and the trust and credibility that’s developed. In the recruiting business, we focus on aligning those aspects to increase the individual’s opportunity to succeed.

In fact, we spend most of our time seeking the ideal candidate for a given opportunity; someone who is authentic, genuine; a person with character and integrity. To a great degree, candidates are looking for the same thing in employers.

Candidates, like most consumers, don't expect brands to be flawless. According to Trendwatching’s latest briefing, consumers will embrace brands that are FLAWSOME; brands that are still brilliant despite having flaws. Brands (and companies) that show human traits like empathy, generosity, humility, flexibility, maturity, humor, and humanity will become the next great employers of choice.

It brings new meaning to the phrase, “the right opportunity.” There are many right opportunities, and every candidate has the right to explore all of them. Exceptional candidates invest time studying organizations for which they have an interest, and they reset their expectations. Relocation or not, success can be achieved if the opportunity fits.

Be Something You Love and Understand

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 21 Feb 2012 14:39:00 +0000

Guest post by Cathy McPhillips

Cathy McPhillips, Social Media, Digital Web Consultant, Media Planner

In October 1999, I made a decision to leave a job I loved, big accounts and fun clients. I left an advertising agency to stay home with our then one-year old son. After dealing with some health issues in his first year of his life, we made a hard, but obvious decision for me to stay home with him. I cried – selfishly for the job that I adored, for the friends that I was leaving, for the hustle and bustle on which I thrived.

Almost instantly, his health improved, leaving me happy but ready to take on more. With over five years’ experience in media planning and buying, I was actually in a great position to land some clients as a consultant handling their media. A home office was immediately set up in a spare bedroom, following all of the experts’ advice: desk, chair, computer, a door for this dedicated workspace. For 12 years, I have worked consistently with one full-time restaurant client at a time, but have also taken on side projects and accounts as opportunities arise and time permits.

Have there been downsides over the years? Of course. My goal of being an executive at an ad agency or restaurant company hasn’t been achieved. I never fully shut down for the day. I have days where I feel like an inadequate parent and spouse or unfocused employee trying to do way too much in a day.

Fortunately, the good has overwhelmingly outweighed the bad. I was able to walk my kids to and from school virtually every day in grade school. I volunteered as often as I could in the kids’ classrooms. We eat dinner at home together as a family almost every night. As long as my work doesn't suffer and is completed on time, my clients are happy.

It is certainly not for everyone, but if you are considering it, here are some words of wisdom I’ve collected on my consulting journey:

-Develop, maintain and nurture your business and personal relationships. Social networking makes this so easy. Get on LinkedIn and congratulate your connections on a promotion or job change. Follow them on Twitter and share articles, blog posts and news that you think they would enjoy. Nurturing doesn't have to be self-serving.

-Meet peers in the industry for coffee, even if you are perfectly content in your job and not considering a change. It is career development and idea sharing, and if nothing else it is 30 minutes for you to step away and go back to work refreshed.

-Are you in an industry that is conducive for telecommuting? I’m very fortunate to have a job where I am on the phone with reps, on my computer on social networks, or spending time on my laptop in Excel. I am very autonomous in my role.

-Do you have the discipline to be in your home without falling prey to the many distractions? My TV doesn't go on until after dinner every day. My office is a room I love. Build an environment and set some rules.

-Know that you are in control. Every client relationship isn’t meant to be. Know when it is time to stick with it, or graciously move on. Embrace the clients that challenge you and provide a great working relationship.

-Mold your passion. I love media, but as media has evolved in 12 years, so has my role with each client. Every new client has been an exciting change with an opportunity for me to shape and grow my craft, which keeps me engaged and passionate.

I recently made a career change in January, starting a contract with a new client after ending a contract with an amazing client. The decision was hard, but the time was right. In the words of Lynyrd Skynyrd, “Be something you love and understand” (http://www.youtube.com/watch?v=8mal4BUieno). I am excited for new projects, new relationships, and a life re-balance.

To learn more about Cathy, follow her on Twitter at @cmcphillips.

Make Expertise Look Easy

noreply@blogger.com (YELLOW DOG Recruiting) — Wed, 08 Feb 2012 15:52:00 +0000

I've often wondered how people wind up in their chosen occupation. Many people have a clearly defined focus. They work hard with the intention of attaining a particular skill and, ultimately, stay the course towards their goals.

Doctors, for example, don’t just stumble into their profession. They work hard over time, from coursework and practical experience to interning and specialization, to reach a pinnacle where credibility and accomplishment collide.

It doesn’t always happen as planned. Some people start on one path, only to find themselves migrating in another direction. This aspect of ‘career’ is of great interest to me.

Call it an entrepreneurial spirit or ADHD, many successful people identify ways to build and leverage their skills and then take those skills across occupational or industry lines. It’s no easy feat. The ability to refine a particular competency or skill set to the point that it becomes expertise enables transference. When skills transfer, the individual increases his/her potential for opportunity, growth, impact and influence.

Have you ever given thought to the expertise that must be developed in order to hit a Major League fast ball or to return a tennis professional’s first serve? How about the delicate touch needed to bake a soufflé? Experts make their expertise look easy. It’s never really easy though.

I’ve had a reoccurring notion that we don’t take the time to truly listen and learn from one another; to truly understand the effort and focused attention necessary for success. To make a strategic career move, however, you have to find out what a job is really like every day. Understanding the realities of a job, and maintaining realistic expectations is an important factor in finding that next, best position. Many companies incorporate some experiential element in their interview and hiring process. Job shadowing, shift follows, ride-a-longs and Chefs Tests are all designed to submerse an individual in an active environment.

Candidates should not only anticipate this, but should proactively seek an understanding of the little nuances that make people in a particular role successful. Learning about how they find success and satisfaction in their jobs, how they use their degrees or how they made a career transition from another field of work or from another occupation will all help to expand frame of reference.

Try this simple exercise. Choose 3 friends; people you’ve known for a long time. Ask each 3 questions about his/her profession.

How did you get the job you have now?
What advice would you give someone who wanted to do what you do?
Aside from compensation, why do you go to work every day?

Then, based upon your existing knowledge and the new information, tell each friend what you think his/her typical work day looks like. Then, ask your friend to fill in the gaps.

Talking through the details of a position, even in a different field, will help you to drill down to the bits of information that are most important. Once you know the key attributes of a job you want, you can identify the best resources to enhance those attributes within your professional arsenal.

A Business Plan for Your Career

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 24 Jan 2012 17:52:00 +0000

Quite regularly, I’m contacted by candidates who don't realize they are candidates. Most often, people consider themselves candidates only when they’re participating in an interview process. They view candidacy as the point in time when an individual seeks a new role.

We are all candidates at some time. Savvy candidates are always making connections, and are willing to listen to opportunities even when their situation is not desperate. They recognize that the state of being a candidate is not exclusive to out of work professionals.

You are the keeper of your career, just as a Chief Executive is the keeper of a business. So, why not approach the management of your career the same way a leader manages his/her business?

Begin by allotting time to reflect upon your career to date. Understanding who you are is the first step in developing a business plan for your career. Think about the roles you’ve held, the companies for which you worked, and the people you’ve met along the way. Write your story; not a resume, but a detailed review of your career.

Now, repeat this activity with a future slant. Think about what you want your story to be in 10-12 years.

The distance between your present state, and where you want your career to be, is the bridge you’ll have to cross.

Establish a vision; your personal utopia. Personal happiness and professional happiness go hand in hand. Consider the successes you’ve had, and think about what an ideal scenario would be for you. What job would you hold? What type of company would you work for?

Great leaders understand they must surround themselves with people that possess expertise that helps provide enhanced focus. So, think about who influences you.

Make a list of friends, followers and connections that you interact with regularly. Divide the list into 3 groupings. The first group should include the people that inspire, motivate and educate you. These are the people that shape your professional view; the people you most admire. The second group should be comprised of people you find interesting, but you may still need time to better understand their competencies and motivations. Finally, the third group should be made up of the people that act only in self interest. This group often steals time and lacks integrity. Once you’ve reviewed your lists, you’ll know where to allocate your time.

The aforementioned exercises are the foundation of your career business plan. With a vision and great people around you, you can accomplish whatever you set out to do.

Start by defining goals. Be specific. Goals should be realistic and measureable. For each goal, create strategies with clear tactics and established success measures, so you know what success will look like. If your goal, for example, is to work for a particular company, you should establish strategies that bring you closer to the company. Perhaps a strategy would be to attend an event sponsored by the company. Tactically, you may want to identify professionals in attendance that you want to speak with during the event. Measured success in this case could be as simple as making introduction (or ascertaining contact information) with 3 people for future communication.

Business plans evolve and so should your career business plan. Start somewhere. Review your plan throughout the year and adjust as appropriate. Repeat.

Picture This

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 09 Jan 2012 18:16:00 +0000

A buddy of mine has been dating. He’s newly returned to the dating scene since his divorce and he’s trying to figure out how to feel less awkward. He, like many people, turned to online options. It’s been a running joke for us for quite some time actually; how many similarities there are between personal matchmaking and career matchmaking.

One point of amusement, in particular, is the profile picture. We laugh over what he calls “angles” when discussing the photos that people choose to represent themselves online. You know those photos…the ones taken from overhead, the side, or obscured. Photos with angles are misleading. They’re like those perspective pictures where a person is holding the Eifel Tower in his or her hand.

In real life, people make decisions about you within the first 6 seconds of meeting you. Fair or not, the way you carry yourself and the character you display only serve as validation for what the person you are meeting has already unconsciously decided about you. When it comes to online introductions, profile photos are the first impression. If it’s not good, what does it say about you?

Profile photos

Profiles, personal websites and resumes provide information that paints a picture of an individual’s background experience and/or work history. Profile photos allow candidates to humanize that information because the image serves as a reminder that there is a real person behind the experience.

Profile photos can be a differentiator. They can convey confidence, professionalism and focus.

LinkedIn, Twitter and Facebook are great tools that enable people to connect to one another. A profile photo on either site allows for quick recognition, especially when following the individual’s stream. While it’s not a requirement to have a profile photo to use networking sites, it is human nature for people to want to know with whom they are communicating. An image does increase the likelihood of connection.

Pros and Cons

The ‘pros’ include exposure, reinforcement of personal/professional branding, approachability and trust.

The ‘cons’ are really related to fear and perception. People believe that photos could lead to discrimination in the hiring process. I see this as an opportunity to provide interviewers with training to reinforce interview skills.

In the hospitality industry, we are guest facing. Essentially, no one is hired without being seen. An image (or video) is a process enhancer because it helps to capture attributes like friendliness, helpfulness and courteousness; all of which are necessary for success in our business.

We are in a visual age. Information is available and infographics provide us with easier means to understand massive amounts of data. Images simplify, and the internet itself is evolving into a more visual tool.

See you soon.

I See You

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 12 Dec 2011 19:20:00 +0000

Anthony Djuren

With the continuing rise of social media culture, imagery is becoming an essential part of the overall experience. We latch on to streams of information flowing in front of us, and we develop patterns that allow us to follow, friend and find whatever we seek.

We know our connections by their avatars, and we visualize data through infographics. Our eyes gravitate to the familiar, and we are captivated by the free flow of activity. Imagine if we could harness all of that action and direct it towards a greater good.

One way to maximize the impact of efforts online is to make sure that the brand image you are presenting is representative of you.

I recently asked noted Getty Photographer, Anthony Djuren, to share some insight.

YELLOWDOG: Anthony, you are a professional Photographer with an extensive background in marketing and brand identity. What, specifically, can an individual do to enhance his/her personal brand online?

Anthony: In my opinion, the best thing you can do is to keep the message simple and direct. Take the time with your imagery and graphic design, and really hone your message. Imagery is everything as we work in a consumer base that loves shiny objects and is easily swayed by cool pictures or video. We also live in a society that increasingly would rather look at something, over reading about it. This is why, when we push ourselves into the marketplace we want to do things that really make them take notice and pay attention immediately to what we have to provide them and to do it in the simplest of fashions. The more direct and shorter the message, the better; couple that with stunning visuals and sound bytes (tag lines) that truly represent your brand, and personality, and you will have a successful campaign.

Keep your personal brand marketing focused. Sell your philosophy first; that’s the "why you do what you do". Every business knows exactly "what" they do. Most even know "how" they do it. But only a few know "why" (purpose or belief) they do it.

Whether you make a better pizza, or build the most innovative personal computers in the world, share why you do what you do first. Every business has a philosophy as to why they got into the business and why they do, whatever they do, better. I’m not referring to profits; that’s a result, not a philosophy. Apple is a perfect example. People are drawn to the company because the company openly states what it is all about, and why its philosophy is what it is. In this aspect, Steve Jobs will be forever missed.

Let your connections know "how" they can be part of your philosophy. This is where Mac users are almost cultish, and why followers of certain bands are nearly the same way. If you make the audience feel like they are included in your "why”, they will come in droves. Everyone wants to be included in something great. Don't be afraid to let them in. People don't buy what you do; they buy why you do it. Share your motivation.

The "what" is your end result. Because people believe in your "why", and feel included in your "how", the "what" is the icing on the cake.

You don't have to be the best at what you do; you have to be the most inspirational at what you do. The same components in Apple computers are used in nearly every computer on the market. Yet, Apple has been able to develop a following because what it does, why it does and how it does, resonates with its audience.

People want to be inspired to take action. If you can inspire your audience, and get them to believe in the "why" you do what you do, they will flock to your side and never leave it for as long as you continue to inspire them.

YELLOWDOG: LinkedIn, Twitter and Facebook have proven to be effective tools that allow users to be found. What factors should be considered when selecting an avatar? Does background or dress affect viewership?

Anthony: I like truthful advertising, because I'm still a believer in the notion that honesty goes a long way in society. For your avatar, you should have an image that not only show you in a great light, but gives viewers a great snap shot of who you really are. Don't be afraid to use humor, as long as it isn't crass, or offensive. Use an image of your brand, logo, or yourself, even if you are not a model. Be straight forward. Don’t be obscure.

YELLOWDOG: What 3 things should every novice Photographer know?

Anthony: First, know your camera. Break it down and learn everything you can about it. Know its weaknesses and its strengths. Not only read the owner's manual, but get the thing in your hands, put it on "manual" mode, and learn how it works. After that, your artistic expression is much more easily conveyed, because you will know how to make the camera do what you want and need it to do. Start by taking 10 pictures every day, using different exposures and depths of field. You'll see your pictures get better every day, and you'll also start to develop your own style.

Second, lighting and composition are everything. Take the time to review the details.

Finally, if you have the money, invest in lenses. Pro level lenses usually start at around $750, and go to $16,000. Depending on your needs and abilities, the better quality the glass in your lens, the sharper and clearer the image will be.

YELLOWDOG: Technology continues to advance, as does accessibility. What predictions do you have for the future of personal and professional branding?

Anthony: Wow, the way technology is going, and as rapidly as it is advancing, that is very hard to predict. 3D has become the big thing right now. After that, who knows, maybe holograms?

The key to success is to stay on top of the technology wave. It's only going to get crazier and more complex. Don't be afraid to move beyond traditional approaches and learn how to embrace the coming tidal wave. While I’ve been known as a stick in the primordial ooze when to come to using certain new approaches, I'm changing quickly. We all learn every day.

To learn more about Anthony, visit his website at http://www.anthonydjurenphoto.com/ or find him on Facebook.

What Keeps You Up At Night?

noreply@blogger.com (YELLOW DOG Recruiting) — Thu, 17 Nov 2011 19:41:00 +0000

I recently had an opportunity to participate in a Blog Talk Radio Program, Drive Thru HR with William Tincupand Bryan Wempen. The show focuses on real life human resources related activity, and is a great forum for industry practitioners to share insight. Every show begins with the same question as a launching pad for the discussion. The question is “What keeps you up at night?”

First and foremost, I don’t sleep much. Like most recruiters, I wear multiple hats, and I support different people at different stages of their careers.

I’m a candidate advocate. I want candidates to have a fair and equal process. I want every candidate to have an opportunity to find a position that will fit his or her needs. I want the candidates we support to be given every chance to be successful. With that said, I never lose sight of the fact that we have clients, the companies we support, and we have to meet or exceed their needs too.

I’ve been thinking a lot about what I see as an imbalance in the job market today.

I think there is a serious skills gap. There is a mismatch between the skills that are needed, and the skills possessed by many underemployed, unemployed or unhappily employed people.

I wrote about this recently on our blog (Mismatch). There needs to be a more focused effort on how skills and competencies can transfer to different roles and different environments.

Related to this, is the perception that there is unemployment discrimination happening. There is a lot of generalization going on…an assumption that if candidates are out of work, they must not be the best at what they do. This is unfair. People lose jobs for many reasons, not just lack of performance.

We can all do better. Candidates must interview better. They must invest more time in preparation. They must take every step in the interview process seriously.

Company representatives must also conduct interviews better. They must understand the skills necessary for the successful candidate, and they shouldn’t be afraid to drill down and ask more questions…to engage further conversation…to get to know the candidate better.

There should be a greater emphasis on screening in candidates, not screening them out.

A constant reminder, for me, is that we’re all experts at something. Recruiting and hiring (and internal organizational movement too) should be about figuring out how to better navigate talent within companies once they’re there. If companies do that, they give their recruiters a chance to build relationships proactively and in an inclusive way; not just recruiting from the competition, but also identifying pools of talent to invest time with.

There is a long road ahead which requires focus, innovation and creative thought, but all of that becomes a lot easier when you get a good night sleep.

To listen to the show in its entirety, please click the following link: http://www.blogtalkradio.com/drivethruhr/2011/11/11/lunch-with-david-rose-and-drivethruhr

Mismatch

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 08 Nov 2011 14:18:00 +0000

I went to see a new doctor last week. He’s a specialist and is, apparently, sought after. Prior to my appointment, I stopped in and completed all the necessary paperwork and provided my insurance information. I thought I was being proactive and I’d save time the day of my actual appointment.

I arrived for my scheduled 3:00pm appointment at 2:45pm. I noticed the dim lighting and the 1980’s style furniture. As I approached the frosted glass window, and without thought my eyes scanned for the clipboard to sign in, I saw a printed message taped adjacent to the glass window. The sign said that they do not accept credit cards for payment…cash or check only.

After scrambling to find a nearby ATM, I returned to the office at 3:00 for the appointment. Right on time, and no one in the office waiting room, I sat and waited. At 3:10, I was called back to a private room. The Doctor’s office was right next door, and I could hear him directing his assistant to search for some information on the ‘world wide web’.

The Doctor came to see me at 3:40. He never introduced himself. He never looked me in the eye. Then, he told me that the Office Manager misplaced my file and they needed me to complete the paperwork again.

The Doctor decided to order some blood work. But, they don’t draw blood in his office. So, I was sent to Lab Corp. When I arrived at Lab Corp, I discovered a packed waiting room. While waiting, an elderly man arrived. He was loud and it wasn’t hard to gauge his frustration from his tone. “I need to make an appointment,” he said. The Receptionist responded, “Sir, we don’t make appointments here. You have to go online to do that.”

The man asked, “Where’s the line I need to stand in?”

The Receptionist responded, “No, sir. Not a line to stand in, on the computer.”

The man, almost at a boiling point said, “I don’t have a computer. I don’t know how to use one, and I don’t have the money to buy one.”

The Receptionist asked, “Do you have any grandchildren? They’ll be able to help you.”

The man left.

Something’s just not right. I was frustrated by my experience because the Doctor didn’t embrace technology to the degree I feel comfortable with. Yet, just down the road was a man who was very frustrated because of the shift towards increased technology.

This is not dissimilar to our current job climate. There are many great people who are out of work and are ready to dedicate themselves. Unfortunately, many of those people don’t possess knowledge of, or comfort level with, technology. It’s a skills mismatch.

So, what can be done?

Invest in mentor/protégé programs. Seasoned pros have a lot of information to share. They have a much greater frame of reference and can shed light on previous outcomes and tactics. Up and comers can help ease those people that are uneasy with technology through learning curves.

Mega companies, those with many divisions, sectors or brands (Think: Darden, Compass Group, etc.), are really in a fortuitous position. They already have the size and scope of the business worked out. They should, however, allow…better yet, invite and encourage, movement within the company and across those divisional lines.

How much more loyalty and long term performance could be generated if, for example, a Kitchen Manager in one division could progress into a Kitchen Manager, Chef or Executive Chef in another division while remaining with the same company?

What if companies created company mentoring programs? Large organizations partner with smaller organizations to develop minority partnerships all the time. This allows for tremendous information sharing. What if 2 restaurant companies partnered to develop and share talent?

There is no overlooking the inherent competition within the industry. However, companies that are not direct competitors could work together for the betterment of the industry. Couldn’t they?

Skills can and do transfer. Why not invest in the right people, the right training and the right succession planning? Creativity and focused effort, supported by innovation and technology, can really impact all of us.

Life’s Eccentricities

noreply@blogger.com (YELLOW DOG Recruiting) — Fri, 14 Oct 2011 13:28:00 +0000

I've been thinking a lot about why I love the restaurant industry. After all, it is an industry in which I make my living, and where I help countless others identify new options and implement career strategy.

Often, candidates and I discuss what brings people to the industry.

How do we better promote our industry to people from other industries? How can we keep great people in our industry instead of watching them be lured away by the temptations of greater pay or scheduling flexibility? How can we elevate the industry to one in which everyone wants to work?

It may be innovation. It may be that we just need to do simple things better. Perhaps we need to re-examine the competitive nature of the business to determine if greater success can happen with improved, unilateral information sharing and the true development of talent.

Maybe we just need to do a better job sharing the rewards of service. Maybe we should better highlight the quality people, and the opportunity to make an impact on lives, every day.

Personally, I think the best thing about the restaurant business is that we can’t help but enjoy life’s eccentricities. We meet and interact with people from all places with diverse life experience. Some people are amidst the toughest day of their lives while others celebrate in our settings.

There are sweet guests and demanding customers. It can be very entertaining watching people enjoy a meal. Do you know how many people have idiosyncrasies? Think I’m kidding?

Some people hum when they eat. Others enjoy the blends of flavors and aromas. Still others have no time for conversation, engagement or even breathing, as they inhale their food.

Next time you’re in a restaurant, look around. Really look around. Pay attention to the sights and sounds; the smells and tastes; the action. It’s certainly not boring.

I think the best way to demonstrate the greatness of the restaurant industry is to show off our creativity, zest for life, and the general fun we have on the job, every day. There are no cubicles in restaurants. We’re interactive. We take people away from life’s challenges and we brighten days, every day.

One thing is for sure…there are great people in the restaurant business. There’s no question we still have work to do (Yes, I’m referring to you, Mr. or Ms. “I shouldn’t have taken a job in service.”), but what other profession allows you to teach, train, coach, share, develop, interact, learn, succeed, progress, and touch so many lives, every day?

The restaurant industry is so much more than slinging burgers…but we do that well too.

Have I Got an Excuse for You

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 20 Sep 2011 13:46:00 +0000

I've heard some great excuses in my time. After all, I am a father of 2 young children. I couldn’t count how many times the dog ate homework or how some mysterious incident kept them from getting and retaining their assignment. I’ve heard strange excuses like “…the teacher decided homework wasn’t necessary…” and “…it’s ok because my friend said it was ok…”

My consistent response is “…come up with a better excuse.”

We all work hard to better our skills and experience. If we’re smart, we continue to improve in areas of specialty throughout our careers. When it comes to the process of getting a new job, we have to prepare by categorizing and classifying our experience in a way that can easily be summarized during the interview process. Candidates who interview well understand how to paint a clear picture in a manner that concretely establishes a situation, a specific action taken, and a final outcome.

Certainly, there are many moving parts in a hiring process. People with a variety of specialties are involved, each with an opinion, in an effort to identify the next great candidate. Sounds good, right?

In theory it is. In reality, too many people in the process can delay and adversely affect the candidate experience. Candidates today are much savvier than ever before. They seek out multiple options before making any decisions, and they use the interview process to vet potential employers and to give themselves the best opportunity for success.

Because more and more candidates are identifying many options before making decisions, they are finding the need to schedule interviews a bit more challenging. In many cases, candidates are navigating the interview process with multiple companies while still working. The need for morning, late night and weekend availability has become more prevalent, and with that, comes the need for excuses.

And, I’ve heard some great excuses.

There are 3 excuse categories where candidates seem to consistently mull around. The categories are automotive, family-related or work related.

Automotive

“I got lost.”

“I got a ticket.”

“I was in an accident.”

“My car broke down.”

Family-related

“My _______ had to be taken to the hospital.”

“My _______ got sick.”

“I had a death in the family.”

Work-related

“I got called into work.”

“I decided it just isn’t a fit for me.” (Code for, “I’m not really dedicated to interviewing now.”)

“I’m being visited by ________ (substitute boss or any senior level title here).”

I’d venture to say 50% of the excuses I hear are real. The remaining 50%, well, let’s just say, they run the emotional roller coaster on full throttle.

Whatever the reason, excuses are a part of the candidate experience and company representatives should expect to hear more of them.

(Have a good excuse to share? Comment or use #excuses on Twitter)

Evaluating Value

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 30 Aug 2011 14:59:00 +0000

Some time ago, I asked you to consider The Value of Advice, and specifically, where the advice came from. Advice is valuable if it comes from someone within your circle of influence…the people that help shape your view of the world.

It got me thinking about value. Value can be defined in a number of ways (per Dictionary.com)…

1. Relative worth, merit, or importance: the value of a college education; the value of a queen in chess.

2. Monetary or material worth, as in commerce or trade: This piece of land has greatly increased in value.

3. The worth of something in terms of the amount of other things for which it can be exchanged or in terms of some medium of exchange.

4. Equivalent worth or return in money, material, services, etc.: to give value for value received.

5. Estimated or assigned worth; valuation: a painting with a current value of $500,000.

…but in my business, value and how a candidate feels about value, can make all the difference.

Invariably, at some point, I have ‘the’ conversation with every candidate as we work together. ‘The’ conversation is the one in which I clarify and quantify value.

Individuals are never paid their value. If they were, there’d be a lot more millionaires running around. A person is paid based upon a predetermined salary matrix. Companies utilize salary grading systems that establish a pay range for a given position. Salaries are determined by a lot of factors including function, responsibility, specialized skills, etc. Typically, there is a salary range so the individual has the opportunity to grow, from a compensatory standpoint, as he/she grows knowledge and deepens experience within the position and the organization.

One of the interesting dynamics associated with compensation is how value can be distorted by it. For example, an individual who has been in his/her role for an extended period of time, say 4 years or more, has likely peaked within the range. Merit increases alone will likely take the individual beyond the established range by then. While companies tout their succession plans, few execute them well. So, the reality is an individual is being paid more than the position should be supporting. When market conditions change, the individual may find him/herself in a precarious position.

I’ve spoken with numerous, great candidates who have priced themselves out of the market. They were content because they were feeling valued financially. Sadly, the smack in the face came when the individual’s salary was deemed too high for the role. Candidates should see this coming, and should make preemptive moves to better position themselves.

Start with benchmarking. Benchmarking allows candidates to gauge their value in the market, or within the industry. There are wage surveys available online and great companies like People Report provide workforce data for their members.

Be strategic and get started today. Always listen and be willing to explore options. Stay connected with industry colleagues, associations, and alumni groups. Foster a relationship with a good recruiter. Ask friends, contacts and connections for their opinions in with respect to their expertise. Everyone is an expert at something. Engage the people you meet about their expertise, and offer to act as a resource or support them in return.

Don’t wait until it’s too late. Employed candidates have a greater value, and much more leverage throughout an interview process than candidates who are unemployed.

What’s your career worth?

Assess the Assessment

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 15 Aug 2011 15:09:00 +0000

By Scott Rosenburg, Managing Partner

I’ve been in the recruiting business/industry since 1994. During the last nearly 18 years, I have seen more and more companies utilize some sort of assessment during the interview process. Anyone who has been in the job hunt, passively or aggressively, knows companies use technology to assist in the hiring process. Application processes often lead to, or include, an assessment.

Here are the basics regarding assessments:

Assessments measure job fit over time, not intelligence.

Essentially, companies benchmark their top performers by having them take assessments. All applicants for a specific position take the same (or similar) assessment as the incumbent individual(s).

Their responses indicate the likelihood of success an individual will have in a particular role, and within the organization.

The best thing a candidate can do to prepare is to focus and put him/herself into the position being applied for. Ask the question, “if I were in that role, how would I respond?”

Almost all of our clients now have candidates take an assessment (most often, online) at some stage during their selection process. Our company works with more than 50 restaurant, foodservice, and hospitality organizations. The most interesting thing isn’t that they all use an assessment; it’s that they all use it differently.

Companies have candidates complete an assessment at varied stages through the hiring process. Some companies have candidates take an assessment prior to anyone from the organization speaking or interviewing them. Other companies administer the assessment right before an offer is extended. We even have a few client companies that have candidates take an assessment after an offer has been accepted. These companies say they use their assessment results for developmental purposes only.

Some companies use assessment results as decision making criteria, while others use them only as a tool to further investigate specific skills or competencies. In other words, some companies disqualify candidates if they score outside a predetermined range, regardless of whether they’ve had any interaction with anyone from the organization or not.

Other companies still hire candidates no matter the assessment results. Those companies rely on the real-life knowledge of particular market conditions or unique circumstances related to the position itself to influence the hiring authority’s decision.

So, is there a right or wrong way for companies to utilize assessments?

There is no easy answer. However, one thing I know is that companies that make hiring decisions based solely on an assessment score are missing out of a pool of candidates; a pool of candidates that simply may not test well, but could perform well in role. I’ve seen numerous situations where a candidate scored lower than ideal on an assessment, yet someone within the organization, based upon a thorough interview/vetting process, decided to hire him/her anyway. In a great many cases, the individual flourished within the company.

Other times, I’ve seen companies expedite a candidate’s hiring process because the person scored very high on the assessment, only to find the candidate turned out to be a huge bust…a waste of time and money. Beyond the time and financial impact, there could be a legal impact associated with how companies use assessments. Read Eve Tahmincioglu’s latest post on MSNBC.com, “Employers turn to tests to weed out job seekers” for more.

No assessment can know a company and company culture better than people already in the company.

Don’t get me wrong, I believe in assessments, and the value they provide. I just believe in people more. Maybe it is time we start to assess the assessments?

The Interviewer Gets Interviewed

noreply@blogger.com (YELLOW DOG Recruiting) — Fri, 29 Jul 2011 16:35:00 +0000

I’ve been an interviewer for a long time. I began as a Radio DJ. I would do stage announcements when bands, comedians and other performers would come to town. In order to promote the performance, time would be made for live or recorded interviews. I had the chance to meet with and interview people like Ben & Jerry, Phish, Widespread Panic, Lenny Kravitz, BB King, Buddy Guy, Collective Soul, Blues Traveler, Violent Femmes, Carrot Top and many other local celebrities and entertainers.

After radio, I began recruiting and furthered my interview experience. I worked to better my skills as an interviewer by learning situational and behavioral based interview techniques. I studied non-verbal communication and whole message modeling. I’ve seen and asked some outlandish questions in order to gauge a response when caught off guard. I resist filling unnatural pauses and I take detailed notes. I am relentless.

Needless to say, it’s not uncomfortable for me to engage and ask questions. (The cashier in my local grocery store, the postman, and the server at the restaurant down the street can attest to that.)

So, it was an enlightening experience for me to be on the other side. I was recently interviewed by South Florida Journalist, Agustina Prigoshin (@AgustinaP), for her brainchild, Meet South Florida TV. The site highlights the innovative people, causes and companies that make up the South Florida community.

Agustina has weaved her way into the community through her insightfulness and approachable demeanor. Her direct style and genuine interest has generated great information and resources for the community. I was honored to be asked to participate.

You can watch the interview at http://meetsfla.tv/meet-david-rose-yellow-dog-recruiting.

I’m motivated to find new and innovative ways to build relationships and share knowledge. What resources can you share?

The Value of Advice

noreply@blogger.com (YELLOW DOG Recruiting) — Thu, 21 Jul 2011 18:13:00 +0000

There’s a lot of advice out there for candidates today. Information is certainly more accessible. The challenge is to sort through all the suggestions and to determine which bits pertain to you, and your unique situation. It’s easier said than done. Advice (and feedback) is only as good as the person providing it.

I was recently contacted by a representative from a job board company. She wanted to offer me a free trial to their new search technology. She followed her call with an email. What struck me as strange was how the company has chosen to promote their new search technology to perspective users (employers). The new system was described as “a game-changing new technology that utilizes concept-matching instead of keyword searching, leading to more relevant, qualified candidates, as well as significant time savings.”

This is a problem with recruiting today. Technology can help make processes more efficient. But, technology does not recognize that every person is an individual with unique skills and talents. The job board company is promoting, and taking pride in, cookie cutter search. Essentially, they are telling companies that it’s ok to be lazy. Why go out and build relationships with talented people when you can hire talent from your competition?

To be clear, employers seek candidates who, through an interview and hiring process, demonstrate the greatest likelihood of success within the organization. Often, great candidates do come from the competition. However, when one company consistently targets another company’s talent, all they are actually doing is stealing knowledge and culture. Over time, the differences between the two companies become minimal. If the company’s hiring strategy is to copy the competition or to save on costs associated with training, than job well done.

For me, that’s just lazy.

Recruiting is about building relationships.   Good recruiting comes from good strategy. Identifying a variety of talent pools and narrowing the focus to the top candidates from each pool is an inclusive process. Hiring the best talent, identified through multiple sources, gives candidates fair opportunity and provides companies with the validation of knowing they found the right match.

Running a job posting and hiring from the respondents is not good strategy. Running a posting may be one of many channels utilized to promote opportunities and source talent, but not the only one.

If you are a candidate, you have to know what options are available to you, as well as how companies seek talent. You also have to understand the impact of your decisions throughout the job hunt. There are real concerns for candidates, including market saturation.

A major factor of desirability is often exclusivity. People want to go to a hot new restaurant or club because not everyone can. Exclusivity is a temptress. Exclusivity has always heightened interest. It’s no different with the candidate/employer relationship.

Candidates must stop applying to any and every position. Doing so makes a candidate appear desperate, true or not. Employers are not interested in desperate candidates. Instead, spend time reading industry books so you have something to speak to during interviews.

Referencing a book or philosophy allows a candidate to differentiate in 3 ways. First, the candidate sets him/herself apart from everyone else that is "just looking for a job." Second, the self direction associated with reading a book tells the interviewer that the candidate is driven, focused, motivated and resilient...all great attributes. Finally, the interviewer has likely read the book, or participated in a seminar or training, and there will be an underlying level of connectivity.

Add this advice to your arsenal, but only if you value it. It could be the advice that leads to your next great job.

Summer Refresh

noreply@blogger.com (YELLOW DOG Recruiting) — Wed, 06 Jul 2011 13:45:00 +0000

With the summer upon us, and the throws of activity all around, we are constantly seeking new ways to squeeze more into every day. From meetings to events to parties and play dates, we are packing as much as we can into every moment. After all, we are driven to do as much as we can…to accomplish as much as we can…to participate and experience as much as we can.

We all have our favorite summertime activities…swimming, biking, boating, running, walking, golf, tennis, and for some, barbeque and beer drinking. But, soon, the seasons will change and we will return to our routines.

That is, until the next break.

Don’t let the pace of the summer lull you off your game. Gainfully employed, or not, you should always be informed. Tap your resources, make time for engaging in social media and reconnect with friends and colleagues. Keep on learning and exploring. Take care not to let your skills get rusty.

Let’s seize a moment for a quick interview refresh.

Actively listen. Place your entire focus upon the person for whom you are speaking. Use your body, face and eyes to confirm understanding. Pick up on the conscious and unconscious clues the interviewer is giving you. Process those clues to figure out what the employer is really seeking. To read more about body language during an interview, see “You Talkin’ to Me?”.

Control the content, not the interview. Interviewers are trained to guide an interview, so let them do it. However, you can get an edge by controlling the content. Create a plan that includes several points you want to cover and several experiences you want to describe. Pounce on the first chance to share the information during the interview. To make sure you are successful, practice storytelling before the actual interview. See “Storytelling” for a recap.

Let others speak for you. Whenever possible, incorporate what others have said about you as you answer interview questions. Examples may include something like, “My boss felt…” or “My team thought…” or “Our customers/clients/guests often comment on…”

Be sure that any references you provide as part of the interviewing and hiring process give feedback that is consistent with what you’ve shared. Read more about the part of the process your references play at “They Said What?!!!”.

Eliminate objections. Remember, an objection is not necessarily a rejection. Think of an objection as a request for more information. Be proactive. Identify what you believe could be perceived as an obstacle, and prepare effective responses. Deliver your message with confidence, and don’t be afraid to address things early on.

That’s it for now. We don’t want to overdo it. It is summer after all.

Focus On What Hasn't Changed

noreply@blogger.com (YELLOW DOG Recruiting) — Fri, 17 Jun 2011 19:43:00 +0000

Sometimes, when you’ve been in your role for a while, it doesn’t seem like anything changes. Work may become mundane or, perhaps, less challenging, especially when you have seen few prospective opportunities. And, then…

Everything changes.

A leader resigns. A co-worker is recruited away. Stock price drops. Acquisition rumors abound. Suddenly, everything seems chaotic. And yet, you still have personable obligations to tend to without the luxury of distraction.

Talk about stress.

Take stock. Focus on what hasn’t changed. Consider what you can do to demonstrate your continued value to your team and organization, but fly under the radar. This is not the time to make a name for yourself. Rather, this is the time to refresh your focus on you.

Review your resume. If you haven’t opened your resume file since you started your current job, you’ve waited long enough. Remove the fax number and add links to your professional networking sites. Update your employment history. Truncate earlier career experience, and highlight your most recent experience with special attention given to accomplishments in role.

Identify 5 existing contacts from within your network and schedule time to connect with them this week. Repeat the process next week, and the week after, and the week after that. Make it a habit. Create a consistent routine of touching upon your existing connections. The content of the exchange should be geared towards the individual, not you. Ask your contact how you can be a better resource for him/her. Be willing to support any reasonable request.

A benefit of engagement is presence. Being seen (in real life or virtually) at networking events, posting comments on blogs, asking poll questions, sharing interesting stories or research, or even referring a job opportunity to someone else, leaves an impression. Over time, the impression you make evolves into credibility.

People work for a variety of reasons. Some people work because they feel passionate about what they do. Others work to pay the bills and feed their families. But, everyone longs for credibility. We all want to be seen as experts; to be respected for our character, our knowledge or our experience.

During times of uncertainty, focus on what hasn’t changed. Reflect upon past experience, and be proud of your accomplishments. Consider the people who have affected you, and model your behavior after theirs. Things will stabilize and you will be better prepared for the next hurdle.

Ode to Today’s Peak Stage Candidate

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 23 May 2011 15:07:00 +0000

Nice to see you again. Yes, you. You are a talented, professional, focused, experienced and confident candidate, and you are back from the haze of the last several years. Gone are your fears of being laid off. Gone are the days of your lacking confidence.

Welcome back.

Over the last couple of months, we’ve seen momentum increase. More jobs are being posted; real jobs, not just postings to keep a company’s brand in the public eye. Companies have waiting long enough, and are now in upgrade talent mode while candidates are in upgrade role mode.

In the last post, we talked about the changing tides of a shifting workforce. With this post, we continue the undulation. It’s active. Candidates are motivating and rebranding themselves. They’re creating new professional personas, polishing up and adjusting to the new workforce environment. It’s definitely Reinvention time.

It’s understandable. Candidates have been burned. They sent resumes out when they were desperate and rarely got any response. They felt isolated and devalued. They’re cynical, yet very aware of their stage in career, and are very motivated to explore every opportunity available. It’s that very motivation to explore multiple options which has begun to shift the leverage, during the interviewing and hiring process, to the candidate.

Today’s workforce has resources and information available, like never before. Candidates can, and do, investigate organizations to see if there is an attraction. No longer are savvy candidates monitoring the job boards. Instead, they’ve decided to recognize and leverage vehicles that allow for engagement and ease of information flow. The technology, and speed of information, has allowed candidates to do their homework, and be efficient about it. Candidates are preparing themselves more thoroughly and are performing at a higher level during the interview process.

As candidates explore many companies, and become more focused on the companies they want to share their talents with, they are refining their interviewing skills. Ultimately, better overall performance during interviews leads to multiple offers of employment. It’s only when candidates receive multiple offers, that they are truly able to make the best decision.

Believe me; candidates know they are gaining leverage. Over the last several months, we have seen candidates become more aware of where they are in their overall career. They understand the peak stage of their careers is where the greatest opportunity for advancement, increased compensation and level of influence lie. As they tap into available resources (including the support of relationship-driven recruiters), candidates are seizing the moment to trade up. One offer of employment certainly feels great, but having the ability to choose between 2 or more offers, really gives candidates a sense of pride and confidence.

Good career strategy, the appropriate investment of time, and strong relationships can launch a candidate into the stratosphere during the peak stage of one’s employment. It’s all about knowing the options and having the courage to explore.

Changing Tides: The Workforce is Shifting

noreply@blogger.com (YELLOW DOG Recruiting) — Tue, 03 May 2011 14:07:00 +0000

The tides are changing…oh, yes they are. Hang on. Get ready. The shift is happening, again.

First, let’s frame where we’re at. The Millennial Generation (those born between 1980 and 1991) is emerging as the predominate workforce. They are a larger group, collectively, than the Baby Boomers (those born between 1946 and 1964) and Generation X (those born between 1965 and 1980) combined.

The Millennials saw their parents lose jobs in the 1980s and 1990s, and they experienced that impact once again in the early 2000s following the tech boom. Millennials don’t have the same view of employment as their parents do because they experienced the adverse effect of too much commitment and loyalty (to the organizations at which they worked).

As a result, the manner in which individuals navigate career paths has changed forever.

Succession plans are now becoming requirements for any company to be considered by a candidate. And, no ordinary, standardized succession plan will do. Candidates demand customized pathways to more money, more impact and more responsibility.

Focus (by companies) on the individual’s passions must become more prevalent. When a person is passionate, he or she is self motivated and driven.   Companies must figure out how to channel that energy or risk losing the talent to the competition. As such, working relationships and organizational charts must be reviewed and, in many cases, be recreated in a way that better allows for cross functional support and a greater level of talent sharing.

Efficiency is not always about an automated system. There is a common candidate perception that companies rely on automated systems too heavily to manage the interviewing and hiring process. I have heard candidates liken the process at most companies to herding cattle or waiting in line at an amusement park. This generation of candidates wants to feel special; distinguished from their peers. They want to, and believe, they possess unique skills and experience. Automated systems make reporting and analytics easier, but they fail to highlight an individual’s unique talent in a way that would allow the person to contribute to the organization fully.

Until now, companies have managed a black and white, square-peg-square-hole, view as it relates to talent acquisition and retention. They have created standardized job descriptions and processes, mostly by dedicated HR professionals who are only trying to protect the organization.

Don’t get me wrong, there are some great companies and great programs (mentoring, on-boarding, recognition programs, etc.), but as the workforce undulates, successful companies must become more flexible and begin looking at each individual in terms of how that person can impact the organization, beyond the job description.

Companies have the attention and interest of a dedicated leader for around 18 months to 2 years. At that point, the company must provide some movement. Movement can be ascension or at a lateral level if the new role provides challenges and opportunity to enhance knowledge. If there is no defined plan, no new challenge and/or no chance for increased compensation within the organization at this time interval, don’t expect the leader to sit still. He or she will move swiftly to another company that provides a new window to make an impact.

The tides are definitely changing. Hang on.

Be Found. Be Interactive.

noreply@blogger.com (YELLOW DOG Recruiting) — Thu, 14 Apr 2011 17:16:00 +0000

I was fortunate enough to be asked to participate as a panelist at a networking event hosted by the Social Media Club of South Florida recently. The topic for this particular discussion was “LinkedIn: Oh What’s the Use?”

We had a tremendous turnout. More than 100 people from all walks of life, and the common interest of learning how to use LinkedIn as a tool more effectively, attended. It quickly became clear that although the purpose for using LinkedIn was vast, the manner in which people use it is quite consistent.

My fellow panelists were outstanding. Each shared insight as to how they use, and how users can better utilize, all of the features found on LinkedIn. Seth Elliott talked about features that enhance business to business relationships. David Suarez emphasized the value of LinkedIn as a communication vehicle, and Patrick Barbanes lent a humorous slant on how to maximize the features in an efficient way.

We learned about LinkedIn’s beta testing of “skills” and “news” resources to better help individuals find information on their occupation, industry news and trends. We talked about developing good habits and leveraging LinkedIn to the individual’s advantage.

With 100 million users, LinkedIn is an active professional networking tool. It’s also a great place to gain attention from prospective employers and hiring professionals. Frequent usage of LinkedIn is imperative, since timeliness of communication could mean the difference between getting an opportunity and missing one.

Users were encouraged to communicate professionally, and to identify specific target audiences (industry, geography, occupation), as well as to establish clear objectives. Some tactics noted included defining a targeted number of comments each week, a number of new introductions each week, and a specified allotment of time each day on LinkedIn.

Profiles should be complete, and robust with particular attention paid to verbiage (specific accomplishments, not general words), completeness of work history, avatar (clear, professional memorable), and applications (TripIt, Amazon Reading List, Slideshare, etc.). Users were encouraged to establish a distinctive URL, to include a Twitter ID, to add recommendations (minimum of 1-2), and to become members (and participate) in groups.

Joining and interacting with groups is a great way to cultivate a network. LinkedIn allows users to join up to 50 groups. Once a group member, a user can communicate with other group members. Users should ask questions, comment on posts, and respond to polls. Groups allow professionals with similar interests to communicate whether they are direct connections or not.

Connections can help drive viewers to a particular profile as well. Connections can enhance credibility because viewers can see the depth of industry connections, and circles of influence. Proficient LinkedIn users connect with new people, not just those they already know. They are open to accept and respond to InMails, and are open to sharing information with others.

Maybe the theme should have been “LinkedIn: What Can’t You Do?”

You can see other great take away ideas from our session on the SMCSF Group page on LinkedIn. I encourage you to visit and participate. To learn more about me, view my profile – David Rose.

Reinvention

noreply@blogger.com (YELLOW DOG Recruiting) — Thu, 07 Apr 2011 13:51:00 +0000

My kids saw snow for the first time a few weeks ago. We were visiting Colorado over Spring Break. We live in Florida, so we can tell you all about humidity, heat, sunshine and afternoon thunderstorms, but snow is foreign. Like any parent, I want my kids to have as many experiences as I can afford to provide them. Varied experience builds character and teaches lessons. So, I scraped together the dough for a Private Ski Instructor to spend time teaching my kids the right way to ski.

Seeing my kids discover something new made me so proud. It also made me appreciate how exciting new experiences can be…a clean slate…a fresh start...a chance to recreate and reintroduce…an opportunity to discover and learn.

I was amazed by the ease at which my children adapted. A few layers of clothing and a warning to stay clear of yellow snow was all they needed to thrust themselves into a new environment.   They didn’t let fear deter them and the fear they did have, quickly became a challenge to overcome.

Starting a new job isn’t so different. In fact, every stop [on a career path] is an opportunity to build upon skills, to establish new relations, and a chance to reinvent oneself.

By the time someone enters the workforce, he or she is an individual with a unique perspective shaped by family, friends and experiences. Reinvention is not about changing who you are fundamentally. Rather, reinvention is about taking pause to identify specific attributes of one’s professional life, and to develop clear objectives to enhance those attributes.

For example, a candidate, we’ll call him “Tom”, is a Restaurant Manager. He has progressed with his current company. While he’s been afforded advancement, he is perceived as unable to command a team of his own. Tom decides to invest in a leadership course. He reads books on influence and he takes on a mentoring role. Finally, he is confident in his ability to lead and develop a team. Sadly, his company holds on to an old perception.

In this scenario, Tom should consider finding a new job in a different department or with a different company. By doing so, he will be able to leverage his past experience, in conjunction with his newly developed skills.

Timing is a tremendous factor in reinvention. The longer an individual remains in his or her role, or with one company, the greater the difficulty of reinvention.

The real question is, “What’s stopping you from reinventing you?”

Recruiters, Anecdotally

noreply@blogger.com (YELLOW DOG Recruiting) — Mon, 28 Mar 2011 13:14:00 +0000

Over time, I’ve come to learn there are people with questionable motives in every profession. You know…opportunists; people who are only concerned with themselves and how they can benefit.

Now, there’s nothing wrong with looking out for yourself and your family. But, I’m referring to so-called professionals who act with ulterior motives; people who offer guidance and support, but are really looking to get something out of the contact.

I’m sure you’ve encountered people like this in all sorts of places including retail settings and car dealerships. It’s the aggressive, pushy communication meant to force an individual to make a quick decision without the benefit of time or consolation that I object to.

In recruiting, the high pressure, aggressive individual is a Headhunter. A Headhunter doesn’t view people as individuals. A Headhunter views candidates as a commodity; simple pawns in a game of chess.

There are many types of recruiters. There are those that specialize in specific industries or occupations. Some recruiters represent one company. Others represent many companies. Some work on a retained search basis, while others work on a contingency search basis. Still others work under a combination of agreements.

Corporate Recruiters are experts when it comes to their companies. They are knowledgeable of, not only the hiring process, but the intimate workings of the organization. Corporate Recruiters understand the companies they represent inside and out. Whether it’s leadership, culture, commitment to community, or growth opportunity, they have familiarity with the cycles and the decision makers.

Third Party, or agency, Recruiters often leverage experience in multiple capacities and find their way into recruitment. (I began my career as a radio personality. I conducted interviews with local and national celebrities, musicians and entertainers before getting into recruiting with a firm specializing in the hospitality industry.) Some Third Party Recruiters get into recruiting to bridge a gap in their own employment. Others are driven to the business for personal reasons or entrepreneurial endeavors.

It’s important for candidates to understand the different types of recruiters available to them. Even more important, candidates must understand how to interact and communicate with the type of recruiter they’re dealing with.

Corporate Recruiters are employees of the organizations they support. While they know their organizations inside and out, their knowledge of the competition is based upon observation from afar. They cannot provide objective feedback because they do not possess the information to do so. Candidates should work hard to connect and maintain the appropriate level of communication with Corporate Recruiters. Candidates should be tactical, not overbearing. They must be cautious of the frequency of which they reach out to Corporate Recruiters. Corporate Recruiters are experts at buying time because they have to manage an internal process as well.

Third Party Recruiters think in terms of milestones, or steps in a process. The further along they can massage the process, the greater the likelihood they will facilitate an offer of employment. Third Party Recruiters, like Corporate Recruiters, are paid by the company that employs them to find talent. However, Third Party Recruiters do not receive payment unless a candidate is identified and hired (except for retained search agreements, but that is usually for a predetermined length of time).

Because they don’t get paid unless a candidate gets hired, Third Party Recruiters typically spend more time preparing and coaching candidates through the process. The candidate’s success is the recruiter’s success. Candidates can speak more openly with Third Party Recruiters. By doing so, they can test the reaction to certain job-related information and discuss appropriate strategic responses. Third Party Recruiters want to develop deep relationships with both, the companies they support and the candidates they present for opportunities. As such, Third Party Recruiters are great at bringing two sides together.

Candidates benefit when they find the right recruitment support. Knowing the recruiter you’re dealing with, and choosing the right communication for that recruiter, can make all the difference.