Tough Week

Last week was a very tough week for me.  My best friend back in OH committed suicide.  There was no indication of a problem, and no answers as to why.  All we know is that he left a beautiful family, and many, many loving friends behind.

As if that wasn’t enough to deal with, while I was burying my friend, my wife was home in MN dealing with a sick dog.  Vader (who was under 2 years old), had to be put to sleep while I was gone.  This one-two punch certainly hit my wife and I hard, and we took time to grieve together.

I apologize that the blog didn’t get updated last week, but I will update it tomorrow, then I’m off to Illinois for interviews for the balance of the week.  Deb and I appreciate everyone’s support last week, your kind words have meant a great deal.

A Lesson in Poor Leadership Via NBC

I’m a pop culture junkie, years of doing stand up sort of demand it of you, and I’ve been following the NBC – Jay Leno – Conan O’Brien saga since it started playing out last week.  I don’t think there can be any debate that the entire affair has been handled poorly by NBC.

Somewhere there is a leader that is afraid to make a decision.  Conan and Jay both come across as nice dudes, that are grounded and not arrogant, and good company employees.  They are franchise players at NBC based on their comp and worth.  However, they both covet the same thing the 11:30 late night slot, a slot that was held for years, rather successfully by Jay Leno.  So the company, however, made its first mistake in messing with something that was working (maybe not as good a Letterman, but it was turning a tidy profit), Jay at 11:30 and Conan at 12:30.  However, they made a decision that to save money they would have to cut from the 10 o’clock hour the expensive scripted programming, and juggled the line up.  This certainly sent a message to Jay that he wasn’t the future, and to Conan that he was.  Thus, they  created a situation with many unhappy parties, including Jay and the affiliate stations, whose fears came to be grounded in reality and the move proved a failure of mammoth proportions.

So what to do?  Well the company makes a decision to scrap the 10 o’clock Leno program and move him back to late night, but they want to keep Conan too, and decide to play King Solomon and give each player part of what they really want, offering Jay a half hour from 11:30 to 12:00 and Conan his entire hour, immediately following that.  A compromise that makes neither of the franchise players happy, and because it a compromise that NBC is doing in order to keep 2  competing employees happy, one that is doomed to fail.

What NBC needs now is a leader, that’s not afraid to step up and make a hard decision.  The way they’ve played the situation thus far, all but certainly insures that they are going to lose one of your two franchise late night employees (sorry Jimmy Fallon, but if your show is still on, it’s not a franchise program).  They have at least avoided the doomsday scenario of losing both (there’s limited late night space), but now is the time for NBC to toughen up and do the right thing and pick the one they really want.  Yes, someone is going to have hard feelings, but that person will have the freedom to pursue what they really want (it’s not like either would starve), and NBC would have one engaged employee instead of two disengaged employees.  That’s a situation where one is certainly better than two!

Will NBC do this?  Doubtful.   Instead of controlling the situation, they are going to allow one of their employees make the hard decision for them, which is a hallmark of crappy leadership.

Jay and Conan are both talented dudes, and will land on their feet.  However, NBC  is setting a very public and very poor example of how to manage employees through difficult business decisions.

If you were NBC, what would you do to salvage the situation?

It’s Amazing Monday

Today is the day that you can start doing amazing things!  Chris Ferdinandi  from the excellent blog Renegade HR has put together a free ebook  Do Amazing Things – Things You Can Do To Become A Better HR Pro in 2010, written by practicing HR pro’s for practicing HR pro’s.  It contains  brief easily digestible, and most importantly, actionable items that HR pro’s can implement to make 2010 their best year ever.  It includes ideas from:

• China Miner Gorman from SHRM
• Michael VanDervort from Human Race Horses
• Chris Ferdinandi from Renegade HR
• Lance Haun from Rehaul
• Karla Porter from the Greater Wilkes-Barre Chamber in PA
• Paul Hebert from I2I
• Jim D’Amico, recruiter extraordinaire
• Victorio Milian of Creative Chaos Consultant
• Ben Eubanks from UpstartHR
• Steve Boese from Knowledge Infusion
• Nathaniel Rottenberg from Rypple
• Trish McFarlane from HR Ringleader
• Jessica Lee from APCO Worldwide

I’ve had a chance to view an advance copy, and I love it!  This is the kind of thing that you should keep handy all year.  The bonus is that all of us that worked on the ebook are accessible folks, so if you have a question or need clarification, just reach out, we’re all folks that are passionate about HR, and we all want you to succeed, and be a rock star!

Do Amazing Thing Free Ebook

What I Do or Reading Between the Lines of My Resume

I’d like to thank all the folks that have been get the word of my availability out to their networks, it’s much appreciated!

My resume has already been posted on this blog, but I wanted to take a few moments to expand on it, to write about the things that I’m best known for.

My primary area of expertise is in the strategic development and tactical implementation of best in class recruiting organizations.   Whether it’s building a first time recruiting function, or overhauling an existing group, I build recruiting teams that proactively source and recruit talent.  I start by assessing the current situation, mapping the actual (not the perceived) process, measuring everything, identifying gaps, and developing, selling (yes, you’ve got to get buy in all around), and implementing a new process.

On top of putting a new process in place, I train the recruiters in direct sourcing, how to present opportunities focused on candidate value propositions, assessing, negotiating and closing.  This is often a large fundamental change in how corporate recruiters have been trained to operate, but is key to success.

In order to assure success, I maximize the effectiveness of existing ATS systems, or identify the right tools needed.  I build the interview process, including standardized libraries of questions, and train not only the recruiters how to interview, but also the hiring managers.  The focus isn’t only on quantifying a candidates potential, but also on creating a process that is engaging for potential candidates.

My expertise includes work force planning, so I tie recruiting effectiveness into performance effectiveness, and workforce diversity.  This can be fairly complicated, to be sure, but is a hallmark of the most effective organizations.  Since I am a metrics geek, who measures everything, I help the organization identify causal and corollary information that helps to better identify successful candidates, and better define the process (see any of my blog posts on metrics for more detail).

This means that after the process is implemented, I modify and improve it as necessary, it’s a ongoing evolution, and continued measurement and feedback, allow me to help my employer maintain the competitive advantage of best in class recruitment.

I also feel it’s important to keep my skills sharp, so I actively recruit as well.  My focus tends to be on key leadership positions, but I’ve never hesitated to roll up my sleeves and help one of my recruiters when they have a difficult req. to fill.

Finally, I’m passionate about recruiting!  I have demonstrated how recruiting can have a measurable impact on company performance.  Companies live or die by the quality of their people, and it’s my job to deliver that competitive advantage!

My 2010 Predictions

The holidays are upon us, and first let me say how thankful I am to all the folks that have offered and provided assistance in my job search, THANK YOU ALL SO MUCH!

I’ve always enjoyed the holidays, I’m an extrovert so I love getting together with friends and family to celebrate, although I do admit that it’s been a couple of years since I’ve seen midnight on New Year’s Eve (we love being able to ring it in on East coast time, and be in bed by 11:15 Central!).

With New Year’s coming up, and this being the prediction season, I’m going to make my 5 HR/Recruiting predictions and hopes for 2010:

1. The Democrats, knowing that by passing a watered down healthcare reform bill has made their detractors and supporters equally upset, and knowing that 2010 is a mid term election year, will make little movement on card check.  The Dem’s need to go into protection mode, the economy is still weak, right or wrong, they now own that, and they will play it safe on this issue next year.
2. 2010 will find a new breed of experts providing their services to companies: Candidate Experience experts.  Although recovery may be slow, there will be recovery.  The last year has seen an almost reckless disregard for the quality of the candidate experience in the recruiting and hiring process.  As competition increases for quality candidates, companies will need to have outside observers analyze their process, and recommend improvements, as often those who are part of the process are too close to it to see it for what it really is.
3. As competition heats up for those top performers, retention will again become a major imperative at companies, and efforts that were shelved or put on hold in the last 18 months will be quickly revisited.  If you want to evaluate a company you are thinking of going to work for, ask about their turnover in 2010.  If it is abnormally high, particularly in key roles, you can be sure that that company didn’t actively work to retain their valued employees, but instead relied on the poor economy to do it for them.
4. From all the seminars and articles I’ve read, 2010 will be the year that the use of social media in the hiring process will be tested in the courts.  Prepare for a long and complex process, as someone sues saying that a company violated their rights in using a social media search to make a determination on their hiring.
5. I will start a great new job in 2010!  The last two weeks have been weird, not going to the office, not leading a recruiting team, but it’s given me an opportunity to get really excited about bringing my experience to a new employer.

What are your predictions?

Do You Know Anyone in N.C.?

Thanks to everyone for their enthusiastic support of my job search, it is very incredible, humbling and much appreciated!

I would like to leverage my network and ask if anyone has contacts in North Carolina.  My lovely wife and I are open to relocation anywhere at all, but my work in my wife’s field is much more plentiful in North Carolina.

What is my wife’s field?  I’m glad you asked.  Deb is a Data Manager for Clinical Research Studies.  Before we moved to Minnesota, she worked for the world renowned C5 cardiac research unit at the Cleveland Clinic as a Data Manager on numerous large drug studies.  Since moving, she has worked as a part time consultant for M3 Clinical, providing Data Management services for drug trials with the Cleveland Clinic and the U.S. Government.  She is a CCRP through SOCRA, and has killer references.

Based on the amount of medical research in NC, it would be a great place for her to ply her trade again full time, which she misses something fierce.  So if you have any contacts or know anyone that would like her C.V. let me know please.

Also, any folks that you know in HR/Recruiting in NC would be appreciated as well.  My resume is below.

Thanks again!

My Resume

Well, the situation changed at my employer today, so I’m in the process of seeking a new opportunity, as such I’ll use my post today to post my credentials.

Jim D’Amico

201 E. Main St.

Marshall, MN 56258

(507)929-2921 Home  (216)570-5014 Cell

jmdcomedy@yahoo.com

Professional History

The Schwan Food Company, Marshall, MN

The Schwan Food Company (TSFC) is the fifth largest frozen food company in the world with over 18,000 employees.

Senior Recruitment Manager 6/07 – Present

• Designed and implemented Recruiting Center of Excellence in support of the company’s multiple business units.
  • Consult with organizational leadership to ensure buy-in and funding of talent acquisition programs.
  • Develop and implement recruiting policies and procedures.
  • Center of Excellence has resulted in:
    • Reduction of time to fill by over 50%
    • Reduction of cost per hire by over 40%
    • Reduction of agency expenditures by over $900,000.00
  • Model focused on internal sourcing and sound management resulting in quantifiable metrics.
• Designed strategic sourcing plans for key positions including company wide diversity sourcing strategy.
  • Provide top level leadership on sourcing strategy to include diversity and MBA hiring.
• Implemented change management both with customers and recruiting team that previously functioned at transactional level.
• Implemented competency based interview model to improve quality of hires organization wide.
• Tied competency based interview model to performance management program to begin accurate assessment and measurement of quality of hire.
• Implemented sourcing database that allowed for strong candidate relationship management and quick direct sourcing from competitors.
• As key part of the Workforce Planning Management team, assumed responsibility for improving retention, designed and implemented analysis tools to identify and quantify risk and implemented specific plans to reduce risk and retain top employees.  Managed team of 10 recruiters and three managers.
• Responsible for developing and managing Talent Acquisition budget.

Professional History

Barnes Distribution, Cleveland, OH

Owned by Barnes Group, Inc. (NYSE:B), Barnes Distribution is a leading full-service distributor of maintenance, repair, operating and production (MROP) supplies, serving an international client base through seven widely recognized brands.

Manager, Talent Acquisition 3/03 – 6/07

• Responsible for building and leading a team of 10 (8 recruiters, 1 researcher, 1 admin), supporting overall recruiting/staffing needs of headquarters, distribution and field sales organizations.
• Managed annual budget of $1M.
• Team filled over 400 open positions in 2006, a 15% increase from 2005, and 10% over plan. Positions in field sales, finance, human resources, operations, customer service, purchasing, information systems, and marketing as well as sales management and executive level positions.
• Reduced agency expenditures from over $1, 000,000 by 90%.
• Created, presented and received executive level buy-in for Center of Excellence, clearly outlining expectations and processes resulting in increased efficiencies, better communication and reduced time to fill open positions.
• Partnered with senior management stake holders to develop and introduce a competency based interviewing library and process to the organization, creating standardized and quantifiable evaluation of all candidates.
• Reduced time to fill by over 50%.
• Acted as diversity recruiting leader, significantly increasing diverse candidate presence on all hiring slates, and increasing diverse hires by over 100% in two years.
• Created centralized recruiting model leveraging resources to achieve manpower goals for the first time in over 25 years, while consistently reducing recruiting costs.
• Trained all recruiters on direct sourcing techniques in first quarter of ‘05.  Introduced stand-alone research function to Talent Acquisition.
• Provided recruiting support for international positions in Asia and Europe.
• Built college recruitment program from scratch in ‘04.  Developed unique incubator strategy to meet college recruiting goals.
• Responsible for providing quarterly and annual recruiting strategy and performance summary to Barnes Group Board of Directors.

Staffing Strategies Unlimited, Beachwood, OH

Full service executive search specialized in placing broad range of positions in multiple industries.

Principal 11/01 – 3/03

• Total P & L responsibility for executive search firm, leading a team of recruiters filling sales, finance, IT, and management positions for clients located through out the U.S.
• Partnered with decision makers and HR to fulfill hiring needs for management and executive level positions.

Professional History

Staffing Solutions Enterprises, Beachwood, OH

An industry leader in staffing and resource management.

Recruiting Manager 1/97 – 10/31/01

• Led team of 6 recruiters in fulfilling staffing assignments for HR, IT, finance, sales and management positions.
• Hired over 60 permanent IT professionals for Cole National in less than 12 months during Y2K-driven IT marketplace.
• Staffed “Baan Team” for Picker International in 6 months.
• Trained recruiters on direct recruiting.
• Assisted sales teams in presenting value of Managed Staffing.

Cleveland Business Consultants, Cleveland, OH

Specialized in regional search and placement.

Certified Personnel Consultant 8/94 – 12/97

Meritech, Cleveland, OH

Full line of office products and solutions.

Sales Representative 7/93 – 8/94

Education and Training

Norwich University, Northfield, VT

BS Secondary Education, Social Studies 1992

Speaking Engagements

Building a Results Oriented Recruiting Function – Kennedy Conference, Las Vegas

Metrics, Why They Matter Minnesota Recruiting Conference

Additional Training

Critical Thinking 2007

Six Sigma Green Belt Certified 2006

Leading with Emotional Intelligence 2006

Situational Leadership 2005

Advanced Internet Recruitment Strategies

Search Lab 3.0 2004

G.A.R.P. II Agreed Upon Measurements

Continuing to build on the concept of G.A.R.P. (Generally Accepted Recruiting Practices), were going to add our second accepted practice, which is accurate measurement and reporting. In order for us to do this we will have to agree to what we need to measure.  I’m a fan of measuring as much as possible, so here is my recommended list:

Strength of Employment Brand Value Proposition

External Hire Ratio

Internal Hire Ratio

Internal to External Hire Ratio

Net Hire Ratio

Source of Hire

Source Effectiveness /ROI

Diverse Candidates Sourced Ratio

Applicant Interview Rate

Applicant to Position Ratio

Send Out to Hire Ratio

Avg. Time to Fill/Start

Avg. Time to Hire/Offer

Interview Offer Rate

Offer Acceptance Rate

Recruitment Expense Breakdown

Employee Referral Rate

Employee Referral Conversion Rate

Diversity Candidate Conversion Rate

Quality of Hire

Candidate Satisfaction with Recruiting Experience

Customer Satisfaction with Recruiting Experience

I realize that not all of these apply to external recruiters, but many do.  I also realize that some are easier to measure than others, but if we are going to commit to being a true discipline, we’ve got to be prepared to provide this kind of data.

Are there any you feel should be added?  Let me know below, or email me at whatsapufnstufATgmail.com, or take the discussion to twitter #GARP (you can follow me @jmdcomedy).

The World According to G.A.R.P.

Is recruiting dead?  Is recruiting thriving?  I think those answers depend on where you are and your skill level.  What I can tell you is that recruiting can be a heck of a lot better as a profession, and the first steps wouldn’t be that hard to take.

One of the things that defines disciplines as a true profession is an agreed upon process, code, or methodology  for delivering results.  It is a mechanism for establishing trust outside of your field.  We trust doctors because we know they follow the code of Hippocrates, swearing to do no harm, we hire accounts because they understand Generally Accepted Accounting Practices, so we know they are doing things just like everyone else.

That’s why I feel that it is time for recruiting professionals to adopt a series of Generally Accepted Recruiting Practices (G.A.R.P.).  Over the next several days I’m going to lay out what I feel should be the foundation of these practices.  Feel free to weigh in with your thoughts and ideas as well.

So for today, here is the first principle:  Tell no lies.

This includes half truths and deceptions as well.  This applies to how we deal with candidates and customers.  We treat everyone with honesty.  We don’t tell candidates we will call them back and then don’t.   We don’t call hiring managers and tell them we have the perfect candidate for them, when we don’t know anything about what they really need.  We don’t tell people we’re going to work on finding them a job or finding them a candidate when we have no intention of really doing that…Get the picture?

If we can’t agree that the foundation of our profession is honesty, then we have no business complaining that we aren’t taken seriously.

Let me know you’re thoughts, either below in the comments, on twitter @jmdcomedy #GARP, or e-mail me at whatsapufnstuf@gmail.com.

More practices and principles to follow…

And my apologies to John Irving.

Sometimes You Are Not the One

I have been talking with a friend who is looking for a job, and is very frustrated.  I understand my friends frustration.  They have almost no work experience, have not completed their education, and has basic computer skills that don’t involve much of the Office products other than Word. 

In a bad economy, where there are multiple qualified unemployed candidates for every opening, it makes my friends efforts doubly tough, and frustrating.

My friend has accepted my council on being patient, and in targeting entry level jobs (my friend had a perception that they were management material with no real experience, it hurt to burst that bubble, but it had to be done).  What they are doing is having a hard time dealing with the non-committal blow offs from hiring managers and recruiters.

This is a pet peeve of mine so first let me address the hiring folks – stop doing it!  No one likes you for doing it, they think you are a bigger jerk for not coming out and being honest, than for just saying “no you’re not a fit” or, “we like you, but we want to see some other candidates and then make a decision, but right now you are not our top choice.”  How about acting like the leader your company is paying you to be.  That’s right, you’re paid to be a leader.  Do you know what the difference is between being a leader and being a follower?  Vision?  Strategery?  Shiny Hair?  No.  The difference between a leader and a follower is that a leader excepts and executes the difficult decisions and discussions.  So to steal from Nike: Just do it!

Now for those of you on the candidate side of the equation I’m going to provide you with a translation of a couple of gems you’ll hear from hiring folks:

“We’ve got some more people to interview and then will let you know” – this means “you’re not bad, but not great; and I really really hope I can find someone better.  But if I can’t then maybe I will settle on you.”  Not exactly the best situation.  In today’s economy the odds of you getting this job are less than 25%.

“We’ll make a decision in the next week or two” – similar to above, but less flattering.  This indicates that they are confident that they will find someone they like much better.  Your odds of getting this job less than 10%.

There is only one way to get a really straight answer, it’s tough to do, it requires some inner fortitude, but it’s worth it.  At the end of the interview, after you’ve shaken hands, begin to turn away, and then turn back around and look the person directly in the eye, tell them you are very interested in the role, and you want to know if they will support you for the position.  First, you have to break eye contact by turning away before you do this, or it won’t work.  Second, if you do that, you will get an honest answer.  You’ve posed a question they didn’t expect, at a time they didn’t expect it and are more likely to answer it honestly.  If you don’t believe me, watch cop shows, the detectives always use this move, and I’ve had training in interrogation techniques so I’ve seen it work.  Try it, although you may not like hearing you’re not the one for the job, you’ll at least avoid the “waiting game stress”.