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Sign-On Bonuses Are Not Exclusive To Senior Level Executives

As The Economy Continues To Grow And The Challenges Of Recruiting Top Talent Remains, A Sign-On Bonus Could Be Just What Is Needed To Get The Candidate A Company Desires

Sign-On Bonuses Are Back

The purpose of a sign-on bonus is to lure top performers who possesses special skill sets or experience a company requires. For years this added incentive has been very successful for recruiting senior level executives as well as professionals in particular industries to include professional services, healthcare (nurses), technology (especially women and software developers) and financial services. But sign-on bonuses are coming back strong and are used for all levels of recruiting. Just last week Wells Fargo announced plans to sweeten recruitment bonuses to lure new advisers. Sign-on bonuses can be just what is needed to land a high potential candidate in this very challenging recruiting environment.  This type of bonus may be the incentive or an inducement to get a candidate to say “yes” to the job. 

Sign-on bonuses don’t necessarily need to be huge when enticing someone to join your company. Unfortunatatley for some companies and roles, companies may not have much of a choice other than offering one. For example, when a candidate’s acceptance is critical and the need to do whatever it takes to get the candidate on-board, offering a sign-on could get the job done.  But the size of the bonus can vary. According to an article in HR Magazine, the average amount of these bonuses ranges between 5-20% of a candidates base salary unless it is used for relocation expenses or a way to compensate a professional for money that may be left behind such as a bonus, commission, vacation or raise. Most of the time these bonuses are good for each party.

A Sign-On Bonus Not For Everyone

As we all know, a sign-on bonus is an expense for corporations therefore companies try to refrain from having to offer one, unless it is truly needed. Of course offering a sign-on bonus can motivate a professional to choose one company over another, but company’s need to be sure it is necessary before offering one. Before offering a sign-on bonus to potential candidates, hiring managers as well as recruiters need to seriously analyze the situation, the competition, the job market, and of course the candidate to determine whether a sign-on bonus is necessary before moving forward with one. 

Sign-On Bonuses Can Be Well Worth The Cost

Sign-on bonuses have been known to build trust, loyalty and can create long-term positive effects for employees who received one. Those who are offered a sign-on bonus often feel more committed and have a desire to do more. These candidates feel the company went the extra mile for them and they need to do the same. 

Just saying….

Sheila Greco

sgreco@sgatalent.com

 

 

Be A Talent Advisor Not Just A Recruiter – There Is A Difference

 

A Talent Advisor Is An Expert With Regards To The Industry, Company and Role

A Talent Advisor Presents Candidates Along With Narratives About Each Candidate, Not Just A Resume

A Talent Advisor Provides Information And Advice To Candidates Prior To An Interview

 

  

Not Every Recruiter Is A Talent Advisor, But They Sure Can Be Sourcing, recruiting, vetting and presenting skills are all critical for recruiters to be successful.  But the best, most respected and of course most effective recruiters can also lead a recruiting process, build and follow a proven strategic recruiting strategy start to finish. These types of professionals are better known as talent advisors and tend to be more strategic than the average recruiter. Talent advisors know the importance of adding value to the recruiting process; will always go beyond hiring managers' expectations while also acting as great advisors to candidates too.  Simply put, talent advisors are just more strategic, act as a consultative partner to a hiring manager and take the time to get to know their candidates. Talent advisors do more than the average recruiter. Talent Advisors Provide Hiring Managers with More Than Just a Resume Hiring managers know how to read a resume to look for the requirements and skills needed to do the job. This is a

Not Every Recruiter Is A Talent Advisor, But They Sure Can Be Sourcing, recruiting, vetting and presenting skills are all critical for recruiters to be successful.  But the best, most respected and of course most effective recruiters can also lead a recruiting process, build and follow a proven strategic recruiting strategy start to finish. These types of professionals are better known as talent advisors and tend to be more strategic than the average recruiter. Talent advisors know the importance of adding value to the recruiting process; will always go beyond hiring managers’ expectations while also acting as great advisors to candidates too.  Simply put, talent advisors are just more strategic, act as a consultative partner to a hiring manager and take the time to get to know their candidates. Talent advisors do more than the average recruiter. Talent Advisors Provide Hiring Managers with More Than Just a Resume Hiring managers know how to read a resume to look for the requirements and skills needed to do the job. This is a “no brainer”. But for many to make the decision to move forward or not, having more information is always better.  I believe recruiters need to provide commentary around each presented candidate and why he/she is qualified. I am not saying there needs to be a 2-page write-up but what I am suggesting is that there needs to be more than just a resume when presenting a candidate for a role. Some hiring managers make it easy for talent advisors and recruiters by requiring these professionals to fill out a questionnaire which of course helps with qualifying a candidate. But, when a questionnaire is not provided, talent advisors go the extra mile to provide hiring managers with information covering the candidate’s background, education, accomplishments, and why the candidate may be a good fit for the role not to mention, the company. Providing insight around a candidate is much preferred by almost any hiring manager compared to just receiving a piece of paper with information on it.  When a questionnaire is not provided here are a few questions I suggest asking a potential candidate; 1. What interests you about the job? The Company? 2. After looking at the job description or listening to the description I provided you today, why do you believe you are qualified to do the job? Talk to me about your skills, accomplishments and how they fit in with the requirements of the role. For some roles, I ask the candidate to take the time to write-out the answers to these questions.  3. Talk to me about your short-term and long-term goals. Where do you see yourself in 3 years, 5 years? 4. What types of people do you hire? Tell me about your team. 5. What is your current salary? What did your W2 state last year? Some candidates will divulge their salary without hesitation, while others are hesitant or not willing to disclose it at all. Personally, I almost always require a salary to be provided, before I submit a candidate for consideration.  6. What do you like to do when you are not working? This helps the recruiter and hiring manager understand a little about the candidate that is not on a resume.  Now I believe the talent advisor/recruiter has some great information to share with the hiring manager.  Preparing Candidates For Interviews Are A Must – Don’t let all your recruiting efforts be for naught, by not preparing your candidates. Your job is not done until the hire is made.  Please don’t fall short by not preparing your candidates for an interview.  Truth is, successful hires in part are the results of candidates’ preparedness. Talent advisors realize the importance of candidates’ being prepared for interviews so it is almost second nature for these professionals to take part in these activities. In my book, it is a must do activity and the fact that there is no one better to prepare a candidate for an interview than the talent advisor, is just a no-brainer. Stopping short with just presenting a candidate is like being short of a touchdown and not crossing over the goal line.  Preparing a candidate is not a difficult task, and does not require countless hours to do so just do it!  A Few Ways To Prepare Candidates For Interviews 1. As a rule, tell each candidate to leave an interview conveying a strong desire to work for the company while showing enthusiasm and how he/she can add value and complement the team.  2. Share with the candidates what you know about the hiring manager, the team and others to whom they will be meeting with. Encourage candidates to explore social media and conduct people searches on the internet to learn more about these professionals.  Additionally, simply direct candidates to the company’s website, yahoo news, and career sites to learn more about the company’s mission, corporate culture and values.  3. Have the candidates prepare by being ready to speak about their accomplishments, strengths and why they would be right for the job.   4. Tell candidates to be ready to talk compensation.  5. Most importantly, tell the candidates to be themselves.  Recruiting is not a job it is an adventure. Be sure your adventure comes full circle. It starts by finding the candidates and ends with a successful hire. Everything in the middle separates an average recruiter from a talent advisor. Be an expert, provide commentary and prepare your candidates.    Happy Hunting Sheila Greco sgreco@sgatalent.com  

Case Study – Client Faces Multiple Recruiting Challenges Requiring Multiple Recruiting Strategies

Not Every Recruiting Challenge Is The Same

There Are A Variety Of Recruiting Strategies That Can Be Customized To Each Recruiting Challenge – We Helped Our Client Recruit Talent A Number of Different Ways 

 

Sometimes even the best corporate recruiting teams need to outsource a piece of their recruiting efforts!

Sometimes even the best corporate recruiting teams need to outsource a piece of their recruiting efforts!

Introduction

Our client is an Entertainment Diversified Company which experiences annual hiring spikes, average turnover and anticipating several senior level executives to retire. Although promoting from within is always our client’s first choice they realized they needed to expand their search activities.  The decision was made to partner with us to execute a six-month recruiting effort to assist with recruiting for current roles as well getting a jump-start on future pipelining efforts.   Prior to coming to us our client created an internal team to assist with accomplishing these goals.  The internal team consisted of four senior level executives and the talent acquisition leader.  Their mandate, set by the Chief Executive Officer, was to hire qualified talent to fill current needs and to create a process that will lead to opportunity hiring and future pipelining.  

Our Client’s Recruitment Challenges: The Pursuit to Do More as Needed

Let’s face it, recruiting today can be very challenging in this very tight talent universe. A constant flow of candidates is not just desired it is expected. Companies that are often satisfied with current recruiting strategies and processes sometimes need to realize it just isn’t enough.   As with our client, the need to outsource part of their recruiting efforts became obvious. 

The Process: Methodical and Process Driven

For this client, we had to use a variety of recruiting strategies and methodologies to achieve each of their goals. Even filling the current openings required the use of two different strategies along with a third strategy for pipelining and opportunity hiring.

Current Openings: Today’s need for speed, efficiency, low cost and results driven recruiting mindsets often impact the recruiting process strategy therefore we had to employ a very methodical end-to-end recruiting solution that best fit our client’s needs. Recognizing this, our team and our client’s internal recruiting team, became a “recruiting machine” for the next six months.

Process:

1. Identify the Talent Pool: Our solution always starts with creating a target list of companies to recruit from and build a potential talent pool that best fits the needs of each role. As we began the process, our research teams began creating talent pools for each role, with the overall mission focused upon providing a talent pool of potential candidates. The talent pool had to be robust, filled with relevant, important, detailed information on each professional.  The data collected included, company name, professional’s name, title, address, telephone number, direct dial, email, profile and more. Our client expected this from us and we wanted to be sure we were very thorough with our results. As we told our client, we believe creating a strong talent pool of potential candidates sets the stage for the recruiting process and overall success. We believe it ensures the recruiting process to be a thorough one so that the recruiters working the search can present the best, the brightest and most qualified, interested, ready to be interviewed candidate pipeline. 

2.  Recruiting Process: Connect, Recruit, Vet and Present – For this client we had to use multiple recruiting strategies.

A.  Recruiting Strategy # 1- Two Very Specialized Roles – The Hiring Manager Wanted To Review The Potential Talent Pool Prior To Reaching Out and Apply Two Different Recruiting Approaches

With these two roles, the hiring manager wanted to be very engaged in the recruiting process due to the fact the talent pool was relatively small and the skill sets needed were very specialized. Our strategy for these two roles were to first create the talent pool and gather detailed profile information on each professional all of which was to be shared with the hiring manager prior to reaching out. From there, the hiring manager decided which approach the recruiter was going to use for each professional.

The process involved a “two-prong approach” to recruiting

Approach # 1 – For those who were qualified and seen as a great recruit, the recruiter was tasked with connecting, recruiting, vetting and presenting interested qualified candidates as they were identified. A very traditional, typical recruiting approach.

Approach #2- High potential recruits-  The less traditional recruiting approach was used. Our recruiting strategy for this approach was to have the recruiter engage in an introductory conversation with these professionals and ask if they may be interested in having a casual meeting with our client about a current role or potentially a future one. Unconventional, yet creative and yet very smart. This type of recruiting method allowed our client and the high potential client to get to know one another and to alert the high potential candidate that he/she was on the hiring manager’s radar screen. Additionally, it was the start of a relationship that could benefit both parties long-term. Needless to say, both hires for this particular hiring manager were the result of the nontraditional recruiting method.

B.  Recruiting Strategy # 2 – Filling High Priority Current Roles –  Team Approach With Our Recruiting Team and Our Client’s Internal Team – We Still used two different recruiting methodologies to achieve our goals.                   

As for these high priority current openings, our recruiting strategy was to “attack the roles” as a team and employ two different recruiting methodologies. It was decided to split the number of roles between their internal recruiting team and ours. For the most part, the roles we were recruiting for were at the Director and Manager levels, requiring specific skills sets, some requiring industry experience while others did not. Again, we started each search by having our research teams create potential talent pools and provided each assigned recruiter the information gathered. As for those roles in which our team was responsible for the recruiting, we were partnered up with a recruiter on their team to whom we sent the qualified candidates to. From there, their recruiters would review each presented candidate, have a quick call with them and then send them directly to the hiring manager. The good news for all involved is the fact that our client’s recruiting team had a history of great recruiting success so the process was relatively quick. It became obvious to us that our client’s internal team was strong, had earned respect and trust amongst company leaders resulting in the hiring managers’ confidence to interview those candidates the recruiting team recommended. It was nice to work with such a strong team.

Pipelining and Opportunity Hiring

As we all know the key to recruiting is to always be recruiting and a major key to diversity recruiting is to always be recruiting and networking. Therefore, recruiting efforts should be continuous.

Pipelining and Opportunity Hiring:  Long-term, continuous recruiting efforts have been known to reduced time to hire, reduced recruiting costs and provides access to an engaged community of high profile potential candidates. Those companies who employ pipelining and opportunity hiring recruiting efforts have discovered that these recruiting strategies help with hiring professionals who fit very specific roles and needs that may not always be for current roles, but future and/or anticipated ones.

Realizing the benefits of pipelining and opportunity hiring, our client asked us to help jumpstart this type of recruiting effort for the team. Our focus was to first create a target list of companies and then create robust, detailed talent pools focusing on functional areas where our client believed there existed future needs and gaps. The deliverable of the research portion of the process was provided in organization chart format and excel spreadsheets. Organization charts were at the request of the senior level executives and the recruiters preferred the excel spreadsheets because they can be sorted and exported.

In keeping with the spirit of recruiting and networking, I suggested that it would be a good idea that as their internal recruiter began connecting and engaging with these high potential recruits, that he/she is made aware of the fact that they have been identified by the company as such and the recruiter would like to stay actively connected with them. It was agreed upon that this would be done and their internal recruiting team began making their connections.

Once the initial connection was made with these high potential candidates, continuous recruiting efforts included monthly emails that were full of information about the industry and the company. Part of our continuing role with this effort was to create “recruiting-marketing emails” we believed would be of interest to those in the network.  Their efforts continue……

Need help with finding talent. Let’s chat. We look forward to it.

 

Happy Hunting!

Sheila Greco

 

 

 

Recruiting Should Be A Team Sport

Recruiters + Sourcers =  A Winning Combination

Becoming One Team Has Its Advantages

Recruiters Can Almost Always Use The Help and Support Of Sourcers 

Recruiters Can Almost Always Use The Help and Support Of Sourcers 

Strategic recruiting professionals along with anyone involved in hiring have come to realize the importance of sourcing and the many benefits it adds when it is part of the recruiting strategy. With the lack of qualified talent and overall talent shortage, having sourcing as part of the recruiting strategy and process has become critical to a company’s overall recruiting successes. Employing a team of recruiting and sourcing experts has proven to be the winning recruiting solution. Whether a company outsources a piece of the recruiting process or the entire process, it is imperative to employ a team approach to recruiting. The team approach is cost effective, efficient and delivers quick results.

Many will agree that recruiters and sourcers often share many of the same responsibilities but still have their own recruiting objectives and goals. But, I believe both need to know how to hunt for data, can create a strong, comprehensive talent pool, recruit, vet, network and present a slate of qualified candidates. In my humble opinion, I believe both should know how to do everything that is involved with the recruiting process end to end. This includes scheduling interviews, working with the hiring manager, the interview team and of course be able extend an offer and when necessary negotiate one.  Knowing how to do all the steps of the recruiting process and more, not only makes everyone more valuable but without a doubt makes the recruiting process more effective and seamless to the candidates not to mention even to the hiring manager. Recruiting should be a team sport with players having particular and complimentary strengths. 

The Differences Between a Sourcer and a Recruiter

Sourcers are known as having the ability and strength to identify hidden potential candidates that are not actively looking for a new role but could be good for a job they are trying to fill. Sourcers strengths include the ability create strong talent pools of potential candidates leading to strong candidate pipelines. Using social media to build a talent pool is typically the first round of sourcing, but beyond this know how to dig, hunt and identify talent by using traditional sourcing methodologies, such as the telephone to penetrate the companies where the talent may be. Basically, the goal of a sourcer is to identify passive candidates. Sourcers know how to find professionals not always found on the internet and can obtain full contact information on each professional gathered. Having access to passive candidates provides the edge recruiters and  hiring managers need  to ensure a comprehensive search was conducted.  

Recruiters, are doing some hunting but most often not to the extent of the sourcer. That’s okay when a team approach to recruiting is being used to recruit. Recruiters, in most cases work directly with the hiring managers, unlike the sourcers, and are involved more with connecting, recruiting,  vetting, presenting and reacting to active candidates. Additionally, many recruiters assist with defining, editing, understanding the true needs of the hiring managers’ requirements, which is required to recruit, vet and present qualified candidates. Yes, recruiters do some sourcing but often limit their efforts to social media. Not because they can’t do or don’t want to use other methods, but primarily due to the scope of his/her responsibilities and quite frankly due to work load.  All the more reason to employ a team approach to hiring.

Does your company employ a team approach to recruiting? Over the years I have seen the many benefits of using a team approach to recruiting. Hiring a team of experts to include both recruiters and sourcers results in identifying a high-quality talent pool that equates to a strong candidate pipeline and terrific hire. 

Recruiting As A Team Sport -  This allows Sourcers and Recruiters to be narrowly focused yet allowing each to pitch in when necessary, creating a seamless, cohesive recruiting process.

Recruiting As A Team Sport –  This allows Sourcers and Recruiters to be narrowly focused yet allowing each to pitch in when necessary, creating a seamless, cohesive recruiting process.

Keeping The Roles Separate: Some believe this works and it does, but there is a lot to be said for making recruiting a team sport.   Happy Hunting to all of you! Sheila Greco

Keeping The Roles Separate: Some believe this works and it does, but there is a lot to be said for making recruiting a team sport.   Happy Hunting to all of you! Sheila Greco

Organization Charts Display Important Insights Into A Company’s Talent & Inner Workings

 

Recruiting? Consider Creating Organization Charts To Get Access To Hidden Talent Others May Not Have Access To

 

Get it! Got it! Good! Now Share This Valuable Information With Other Teams Within Your Organization! 

 

 

Graphically representing relationships between individuals, functions and departments, organization charts are useful to teams within an organization for obvious reasons and very enlightening to those outside the company. Depending upon a company, its structure can be by function or product and reveal today's plan as well as tomorrow's too. These charts also provide the reader with valuable, quantifiable data, confirming or denying just a theory or providing information that is currently unknown. For recruiters’ organization charts assist with identifying talent others may not have access to. Increasing the potential value of a talent pool that may just be limited to public information.  A big edge for those looking to fill roles requiring a specific skill-set or experience. For years, strategic recruiters and talent acquisition leaders have used organization charts to recruit. Some limit the use to just current openings, while others find it beneficial for future recruiting efforts often used for creating relationships with potential future hires. No matter what the recruiting use, organization charts help anyone and everyone involved with recruiting to be more effective, smarter and more efficient.  Organization charts guide recruiters to becoming more effective with qualifying potential candidates. By having an organization chart is front of them during the time of an interview, a recruiter can ask pointed questions about the individual, the team and how the person compares to his/her peers while asking the screening questions necessary to vet a candidate. Taking the time to source and create a comprehensive talent pool to include building organization charts of the companies of interest, without a doubt makes a recruiter an expert. It ensures the recruiter and hiring manager that the recruiter made every effort to find, recruit, vet and present only the best candidates for the role. Organization charts without a doubt creates recruiting efficiency when the professionals identified have full contact information to include email, corporate telephone numbers, cells phone numbers and when available public profiles. We have discovered that by having all this information speeds up the recruiting process by at least 55%, allowing the recruiter to make a connection and outreach immediately a few different ways.  This can be huge when time is of the essence and hiring goals need to be met.  When recruiters do get access to organization charts, they don't have to limit the use to just recruiting. Often times this data is shared amongst other teams within an organization to include Sales, Marketing, Merger & Acquisition,  Business Intelligence and Talent Management professionals.  These charts can be used to analyze such things as diversity, competitive advantages, disadvantages, and simply reveal the structure or a team or teams.  We at SGA Talent find great value when using organization charts to recruit. Do you?  We have also helped our clients understand the inner workings of organizations by mapping them. If you are not currently using organization charts to recruit, you may want to consider it. If you are wondering how a company is organized, don't wonder anymore. Give us a call to see if we can help. It's time to be in the know with regards to hidden talent and more. Happy Searching and Sourcing !  Sheila Greco sgreco@sgatalent.com                        

Graphically representing relationships between individuals, functions and departments, organization charts are useful to teams within an organization for obvious reasons and very enlightening to those outside the company. Depending upon a company, its structure can be by function or product and reveal today’s plan as well as tomorrow’s too. These charts also provide the reader with valuable, quantifiable data, confirming or denying just a theory or providing information that is currently unknown. For recruiters’ organization charts assist with identifying talent others may not have access to. Increasing the potential value of a talent pool that may just be limited to public information.  A big edge for those looking to fill roles requiring a specific skill-set or experience. For years, strategic recruiters and talent acquisition leaders have used organization charts to recruit. Some limit the use to just current openings, while others find it beneficial for future recruiting efforts often used for creating relationships with potential future hires. No matter what the recruiting use, organization charts help anyone and everyone involved with recruiting to be more effective, smarter and more efficient.  Organization charts guide recruiters to becoming more effective with qualifying potential candidates. By having an organization chart is front of them during the time of an interview, a recruiter can ask pointed questions about the individual, the team and how the person compares to his/her peers while asking the screening questions necessary to vet a candidate. Taking the time to source and create a comprehensive talent pool to include building organization charts of the companies of interest, without a doubt makes a recruiter an expert. It ensures the recruiter and hiring manager that the recruiter made every effort to find, recruit, vet and present only the best candidates for the role. Organization charts without a doubt creates recruiting efficiency when the professionals identified have full contact information to include email, corporate telephone numbers, cells phone numbers and when available public profiles. We have discovered that by having all this information speeds up the recruiting process by at least 55%, allowing the recruiter to make a connection and outreach immediately a few different ways.  This can be huge when time is of the essence and hiring goals need to be met.  When recruiters do get access to organization charts, they don’t have to limit the use to just recruiting. Often times this data is shared amongst other teams within an organization to include Sales, Marketing, Merger & Acquisition,  Business Intelligence and Talent Management professionals.  These charts can be used to analyze such things as diversity, competitive advantages, disadvantages, and simply reveal the structure or a team or teams.  We at SGA Talent find great value when using organization charts to recruit. Do you?  We have also helped our clients understand the inner workings of organizations by mapping them. If you are not currently using organization charts to recruit, you may want to consider it. If you are wondering how a company is organized, don’t wonder anymore. Give us a call to see if we can help. It’s time to be in the know with regards to hidden talent and more. Happy Searching and Sourcing !  Sheila Greco sgreco@sgatalent.com                        

There Exists A Need To Close The Gender Diversity Gap In The Workforce

 

Women Still Struggle To Obtain Senior Level Roles In Corporate America

 

Although we want to believe there has been some progress with diversity in the workforce, it is obvious more work still needs to get done.

 

With March being National Women’s History month, SGA Talent, decided to launch a study to understand where women sit in the executive ranks of some of the biggest and best companies. Our goal was to gain an understanding of what is really going on with women in the workforce.

So for starters, SGA Talent decided to map out and take a deep dive into the 100 Best Companies To Work For and then compare the numbers to The Fortune 1000 specifically. This study focused solely on 9 key functional areas within each company, whereby identifying the leaders, teams and comparing the results to the companies researched.  

This study, based upon our research efforts discovered the following; (a) women leaders tend to have more of a diverse team compared to their male counterparts (b) it became very clear the specific industries and functional areas that are currently well represented by women (c)  women are underrepresented at the senior level and executive ranks of corporations and (d) these companies do have a qualified talent pool of women internally. Along with many data points, facts and figures, this report also includes the names of  notable women leaders at the companies researched along with biographies.  

So Where Or Where Not Are All The Women Executives?

 

Below are the number of women holding leadership roles at the 100 Best Companies To Work For. With 860 Executive Level Professionals Identified only 249 were women or 29%.

 Chief Executive Officer (9) or 1% 

 Chief Operations Officer (3) or > 1%

 Chief Information Officer/Senior Vice President (16) or 2%

 Chief Financial Officer (18) or 2%

 Human Resources (59) or 7%

 General Counsel Vice President Legal (25) or 3%

 Business Development (5) or 1%

 Marketing (42) or 5%

 Communications (45) or 5.2%

Foundations (27) or 3%

Below are the number of women holding leadership roles at the Fortune 1000

 Chief Executive Officer 7% vs 4% within The Fortune 500 vs 6% at the Fortune 100

 Chief Operations Officer 7%

 Chief Information Officer 13%

 Chief Financial Officer 10%

 Human Resources 62% leaders with over 74% women sitting in management roles overall

 General Counsel 31% vs 25% (Fortune 500)

 Business Development/Sales 4%

 Marketing 48%

 Communications 51%

Foundations n/a

As discovered in our report, there are many opportunities available to qualified women at some of the biggest and best corporations in America. Our research uncovered the fact that there is a large group of women employees at the lower levels of these corporations who present a very valuable talent pool of qualified professionals. Therefore with a little more effort and focus to close the gender diversity gap, corporate america can make this happen by making. it a habit to We look forward to discussing our study and our efforts with you. 

Reports worth reviewing:

 

Equal Pay Is Women’s Top Workplace Issue

McKinsey Report – Women In The Workplace

SGA Talent welcomes you to read our full report, just download your copy here.

 

 

Women are clearly a big part of today's workforce and ready to climb the corporate ranks. If a conscious effort to recruit and promote qualified women into roles which are currently male dominated, closing the gender gap can be accomplished. 

Women are clearly a big part of today’s workforce and ready to climb the corporate ranks. If a conscious effort to recruit and promote qualified women into roles which are currently male dominated, closing the gender gap can be accomplished. 

Recruiting Skilled Talent In 100 Hours

Recruiting Skilled Talent in 100 Hours

Hire Fast

Hire Cost-Effectively

Keep The Process Simple 

 

Finding and recruiting skilled, qualified talent is very challenging for companies of all sizes.  It is not just the norm for a specific industry, function or level. With low unemployment and a talent climate that is favoring candidates, without a doubt the pressure is on hiring managers to move quickly.  To help with this pressure, a fully engaged recruiting team can get the job done quickly, efficiently and without giving up on quality.  

With the average recruiting time of 18-21 days, this 100-hour recruiting model can work.  There is no need to cut corners with the quality of the hire and the recruiting processes it, it just means recruiting is a priority to all involved and a proven methodology will need to be adhered to.

Recruiting skilled talent in 100 hours is actually doable and simple: Believe it or not the process itself does not change from the traditional recruiting/search process, the focus is on timing, deadlines, accountability and quick results. 

Recruiting skilled talent in 100 hours fits nicely into the average recruiting time of 18-21 days. Most often in these scenarios, hiring managers will be interviewing interested, qualified potential candidates in weeks 3 & 4 or days 15-20 of the recruiting period.  

100 Hour Recruiting Skilled Talent Methodology

Goal: To create a talent pool of approximately 100 qualified potential candidates and present 3-5 candidates within 3 weeks (100 hours). 

 

1. Days 1-5 (40 hours)- Start with a Kick-Off Meeting – Every recruiting assignment requires a kick-off meeting to set the objectives, discuss responsibilities, accountability, the creation of the target list, recruiting strategy all while focusing on the ideal candidate(s) the client is seeking.  The first three days are critical for the overall success of the project. This is when the talent pool is carefully being built and the recruiting activities are at the beginning of being fully executed.  Overall, the goal for the first week is to create a talent pool of 60 to 70 potential candidates, all with direct dials, emails, and profiles so that each can be connected with at least twice, via email and Inmail this first week.

2. Days 6-10 (80 hours in ) – The recruiting process is fully underway and calls have been made to each in the talent pool. The goal for this time period is to actually connect, recruit, vet, network and present the best 2 to 4 candidates while adding at least 30 additional potential candidates to the talent pool so that the total will be at approximately  100.

3. Days 11-15 (Completing 100 Hours Recruiting Skilled Talent – Following up and wrapping it up – During this time period communication with all parties involved must be focused upon. Speaking with candidates, the hiring manager and keeping with the spirit of a cohesive recruiting team is very important during this critical time period of the recruiting process. For which the goal to achieve success has arrived with either a hire or close to having one. Team goals results in team successes and makes for a very happy hiring manager. Need I say more….

This aggressive, focused methodology is not new. All it does is put actionable, accountable recruiting parameters around timing, process and results.

Lastly let it be noted and openly discussed that our experience in professional services recruiting shows that recruiting skilled talent in this industry requires on average 160-200 hours of recruiting or 4-5 weeks with a talent pool of approximately 200 names. These numbers are more in-line with recruiting reality for the professional services industry.

Just saying….

Best regards,

Sheila Greco

SGA Talent – Celebrating 28 years in business. Thanks for your support!

SGA Talent- Proud To Be Celebrating 28 Years!

Thank You

 

SGA Talent is well known as a pioneer in the recruitment/research industry and we are proud to say we are now entering our 28th year.  Since 1989, due to our clients we have long enjoyed a position of leadership in this research arena and most recently in the On-Demand Recruiting world as well.  I want to take this time to thank my team, our friends, family and of course our clients, to whom we continue to have trusting relationships with.

But of course, I must say that SGA Talent’s success is also due to the passion of our team. It was the passionate belief of our first employees to make our company, the company of choice by always putting the client first.  These very same people today continue to lead, mentor, build teams and satisfy our client’s needs quickly and cost effectively.   Just as we believed in 1989,  we continue to believe and live by today; our clients are always right and only charge for what we did! We only want to satisfy our clients, keep them as clients and build a strong win-win continuous relationship.

But, 28 years ago, even before we became a leader, we recognized that to maintain and sustain a successful company we had to truly become not just a strategic vendor but a value- added partner to our clients.  Part of our evolution is due to that fact that we listened to what our clients needed and did so by expanding our service offerings from just recruitment research to recruiting, customized competitive intelligence and in 2005 created a telephone verified Research/Recruitment Database SGA ExecutiveTracker.  Building off of our leadership in recruitment research, we set our sights on becoming a full service recruitment company. Today still servicing corporations and executive search firms our goals remain the same, deliver what you promised, do is quickly, cost effectively and be the strategic partner our clients want to work with.

As we continued to evolve and as we listened to our clients by offering recruiting services, it became part of our offering to provide all of the data gathered during the recruiting process to our clients, it also includes data analytics. The recruitment research almost always at the core of this service and to this day without question our greatest strength as well as our advantage.

As today sets a milestone for SGA Talent, we will continue to push the boundaries, challenge our team and if necessary get outside our comfort zones to deliver the best services and results to our clients. It remains our mission to be the very best at what we do.

As I believe, our success can be measured, in part, by the adoption of our continued evolution, new service offerings and the many projects not to mention deliverables that we have spawned and contributed. But it goes beyond that too. It is all about our clients. Without them we would not be celebrating 28 years.

As I continue to say to our team, we are playing in a very competitive space that continues to transform with new technologies, new tools, and the competition is getting stronger we must stick to our roots and be the value added strategic partner our clients need. Go beyond what is expected and be the expert and share with our clients what we know.

Thank you everyone who I have had the privilege of working with and I so look forward to celebrating our 28th year. We are proud of what has been accomplished thus far, yet it is just the beginning. We look forward to continuing our strong relationships with our gold clients and ready to assist our new clients. We are here for you always.
Happy New Year and happy hunting.

Sheila Greco
sgreco@sgatalent.com

 

 

Successful Recruiters Characteristics

Do you have what it takes to be a successful recruiter?

Why are some recruiting teams more successful than others? Having been in the business for over 30 years, I have seen many recruiting teams succeed while others not so much. Sure the leader of the team matters, but the players matter just as much. As the year comes to a close, I want to share with all of you the top five characteristics of the successful recruiters I have dealt over the years.

Sheila’s Top 5 Recruiting Characteristics of Successful Recruiters

1. Successful recruiters have relationships with their hiring managers.  Without strong relationships easy searches can become dreadful and difficult searches, disastrous. Be sure your recruiter has a relationship with the hiring manager

2. Successful recruiters are knowledgeable. Successful recruiters understand the trends in the marketplace, the industries in which he/she is recruiting; the challenges of the role and of course the advantages of the role. In order to be top of your game, a great recruiter needs to be knowledgeable.

3. Successful recruiters ask questions, read, learn, and pay attention during the kick-off meetings. Most successful recruiters take the time to prepare themselves prior to these meetings. Being prepared before you recruit is a must.

4. Successful recruiters know how to choose the appropriate tools that will help them succeed. These tools should include social media and of course the telephone. Some tools are good for the research phase, while others such as the telephone AND the computers are the tools that can make the difference in recruiting the skilled talent the client deserves and requires.

5. Successful recruiters know how to proactively recruit. This requires the ability to write customized emails that get responses and use the telephone to reach out, network, recruit and vet exceptional talent that will quickly fill the pipeline with qualified candidates.

Recruiting is a process. Not all recruiters are successful ones. Do you have the characteristics of a successful recruiter?

Just saying…Happy Hunting!

Sheila Greco

Having an Identified & Engaged Pipeline of Ideal Candidates has Many Benefits

Having an identified & engaged pipeline of ideal candidates ready to recruit from makes recruiting sense and helps with recruiting the in-demand, highly skilled talent everyone wants.

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It is six months into 2016 and there is no doubt that our industry has been experiencing one of the most challenging recruiting environments since 2008.   Recruiting specific highly skilled professionals, not to mention the perfect candidate the hiring managers are seeking is requiring the recruiting team to have access to the entire talent pool to assure recruiting efficiency while ensuring a quality pipeline of candidates.  In this day and age it is all about building awareness, creating strong professional relationships and networks that help us stay connected with the talent ourselves and the hiring managers’ desire.

Having a fully identified and engaged pipeline of ideal candidates has multiple benefits.   The main benefit is having the ability to recruit from an already vetted out talent pool of highly qualified and desired talent.  This practice certainly shortens the time to fill the pipeline of qualified candidates which directly decreases the recruiting cycle time immensely ultimately saving time and money.   This recruiting strategy is not just for the Fortune 500 companies but it is successfully being used by companies of all sizes who too have a hard time competing for the in-demand skilled talent.

The process is simple to follow and implement. At first it may sound difficult to do, but the more it is done, you will  quickly see how it creates recruiting efficiency.

Start by identifying the professionals of interest, connect with them, create company awareness, express interest in staying in touch and continue reaching out. Don’t fall into the trap of your networks being one-sided, be sure to offer assistance and guidance when approached. Don’t be afraid to email, call, in-mail or text these professionals as often as you wish without being a pest of course. Try sending out emails sharing company news, a networking text or just to say hello and is there anything I can help you with will also do. Be sure you continue to express your interest in them. Recruiting requires building relationships, maintaining them, while just as important making sure to listen and respond to their requests, questions or comments. Make a friend, be a friend and build your networks with thein-demand talent. This all makes recruiting sense.

As we all know, the talent shortage is not going away. Does your recruiting strategy and process include having a fully identified & engaged pipeline of ideal candidates? If not – you should definitely consider it.

 As always ….. If you want to learn how, let’s chat.

Sheila Greco