In The News

 January 22

How to Keep Second-Place Candidates Interested in Your Company

In response to a query by Glassdoor, Gene Brady, Director at SCN, answered questions related to keeping candidates interested.

Glassdoor is a website where employees and former employees anonymously review companies and their management.

Every once in a lucky while, you’ll reach the end of the interview process with two candidates who would both make a great addition to your company. While you might have a hard time deciding between them, ultimately something will tip the scales in one candidate’s favor — perhaps one has more experience under their belt, or possesses hard-to-find skills. It can be tough to let that other candidate know that you’ve chosen someone else for the job — but the good news is, you don’t need to let them go entirely.

“It’s always beneficial” to nurture relationships with second-place candidates, says Gene Brady, Director at SCN – Search Consulting Network. “‘Second place’ candidates have many times been the one to receive the offer, for a wide variety of reasons — the first place candidate withdraws[…] or the first place candidate doesn’t pass the drug or background check. Also, the next assignment that comes in may fit the second place candidate so nicely they become the first place candidate for the role!”

But how exactly can you keep a second-place candidate interested if you don’t have an opportunity for them at the moment? Here are a few of the top tips.


Let Them Down Gently

An interested candidate never wants to hear that they didn’t get the job, but if you message it correctly, you can leave them feeling good about themselves and open to future opportunities. It shouldn’t feel artificially cheery or phony, though — make sure you’re authentic in your response.

“If we think the person is a good fit, we make that known,” says Marc Prosser, co-founder of “Often, we, or our recruiter, will have a phone conversation with them which goes like this: ‘We had lots of great candidates who applied for the position. We think you would be a great addition to our company, however, [we] have chosen to offer the position to another candidate. Would you be open to hearing from us in the future?’”

You may even want to share specific feedback on why they weren’t selected for the role, says Paul Freed, co-founder of Herd Freed Hartz.

“Explain the decision to go with another candidate[…] Offer any interview feedback if needed, but also say it was a tough decision on the team and would love to hire both but just don’t have the budget right now and that you’d [like] to stay close for future opportunities,” Freed says.

If you know a timeline of when that budget might come in, or when a role fitting their experience and skills may open, make sure to share that with them.


Establish Ongoing Communication

HR experts agree that the best way to keep a strong candidate interested in your company is to proactively engage with them.

“Emails where you check in are great for nurturing candidates. You can also call or text, asking how everything is going — maybe asking something about what you discussed during interviews (pursuit of a degree, certification, or other topics),” says hiring and onboarding consultant Jen Teague. “Everyone wants to be memorable for the right reasons and these modes of contact are a great way to do that. You don’t have to become a buddy, just a reference or point of contact for the company. That way, you are fresh in the candidate’s mind and he or she will be more likely to apply again the future.”

Make sure that this outreach isn’t just a one-time thing, though, cautions HR consultant and author Joshua M. Evans.

“Follow up with them every few weeks. This is often overlooked because it is cumbersome, but following up with a potential candidate every few weeks can not only keep [them] interested, it can also build their appreciation for your organization,” Evans says.

Other creative ideas for staying in touch with a candidate include sending a monthly update, inviting them to a company open house or even sending them a small gift, Freed says. If you have the budget for it, you may even want to “consider adding this person for an Advisory role or consultant for a special project.”

And of course, keep candidates in the loop regarding new opportunities.

Message, “email or call the candidates periodically when new jobs are available, and encourage them to apply for jobs on a short-list if they meet qualifications. When there’s news about an upcoming hiring phase, notify them and recommend applying if they are interested,” says Tes Akhtar, recruiting and HR development consultant for Potent Pages.


Be Honest on Timing

It’s understandable to want to keep a candidate on deck, but if you’re interacting with them for months on end and have no idea when a relevant position will open, you need to let them know.

“One important caveat is to NOT lead [candidates] on. Do not give them false hope as your backup plan,” Evans says. “Remember that if they were a good fit for your organization then they would probably be a good fit for someone else’s. Don’t hold them back from progressing their careers because you want them waiting in the wings.”

For example, “if a position isn’t going to be open for 3 months, we tell the person up front and let them know we will periodically check in with them,” Freed says.

That being said, as long as you’re open about what the candidate can expect, there’s nothing wrong with engaging them as long as they’re still interested.

“There are always future opportunities,” Freed adds. “We value relationships, and look to maintain the good ones. Many times we’ve presented people with multiple opportunities through the years, and then bam — one lines up well for them, they receive an offer, and it was our sustained relationship that kept the door wide open.”

So the next time you have to choose between two stellar candidates, don’t lament having to let open of them go — see it as a valuable opportunity to grow your talent pool.

August  28

Standing Out in Today's Job Market

As presented to the Houston Chronicle with Director at SCN, Gene Brady

For the Houston Chronicle, they’d like sources to give their best idea about how to job hunt to meet the new market, which has a number of positions unfilled.

For example, candidates might be tempted to assume they’re entitled to a job they want, particularly because the employer may be *desperate* to fill the opening. A little humility might be more effective. Please forward your ideas, with your name, title, organization, city/state and link.


Every touchpoint with a company matters. Once you contact a company your relationship with them has started.

There are many job opportunities available for people, but there are also many people responding to those opportunities. Hiring Managers are very busy and receive a lot of resumes, most of them generic resumes.

Make it easy for Hiring Managers to hire you. Read the position description. Understand what they are looking for in a person. If you have what they want, make sure it’s addressed in your cover letter, and easy to find on your resume.

For example, if a company needs someone experienced managing programs, state how many programs you’ve managed, how large the programs, how many years. Quantify your experience so it’s specific, not generic.

A mistake candidates make is sending the same resume out to everyone. If you really want to work at a company, it’s worth spending a few minutes to focus your written communication on that role. 

July 19

Considering Multiple Candidates 

In response to a query by Glassdoor, Gene Brady, Director at SCN, answered questions related to handling multiple good candidates for a position.

Glassdoor is a website where employees and former employees anonymously review companies and their management.

1. Do you think it's beneficial to nurture second-place/silver medalist candidates? Why or why not? 

Gene Brady: Always beneficial. ‘Second place’ candidates have many times been the one to receive the offer, for a wide variety of reasons – the first place candidate withdraws, the first place candidate fades as the interview process continues and the second place candidate starts picking up speed and they start connecting well, the first place candidate doesn’t pass the drug or background check.

Also, the next assignment that comes in may fit the second place candidate so nicely they become the first place candidate for the role!

2. What are suggestions you have for nurturing second-place candidates? How do you keep the door open for future job opportunities?

GB: The way to ‘nurture’ second place candidates is to treat them like you would the third place, fourth place, any place candidate – treat them with respect.

Recruiting is a very human profession, helping people with a life-changing event. Relating to candidates as people with fears, desires, ambitions, hesitations, will be received with heartfelt appreciation. Respect given is many times met with respect received.

As far as keeping the door open for future opportunities – there are always future opportunities. I let people know that true professionals are first on our list to contact for new assignments we work on. We value relationships, and look to maintain the good ones. Many times we’ve presented people with multiple opportunities through the years, and then bam – one lines up well for them, they receive an offer, and it was our sustained relationship that kept the door wide open.

3. How do you determine whether or not it's worth it to nurture a second-place candidate? For example, if you know you won't be hiring for another 3 months, is it still worth keeping in touch with a candidate?
GB: If a position isn’t going to be open for 3 months, we tell the person up front and let them know we will periodically check in with them.

A person’s attitude and professionalism separates them from the pack of other qualified people with lukewarm attitudes and average professionalism. Good people stand out whether first place or second place.

4. Any other thoughts?

GB: Second place, first place, a very fluid gauge of a person that can change over time and can change with whatever particular role they are being considered for.


March 12

14 Words That Should Never Appear on Your Linkedin Profile (According to Recruiters) 

As seen on

by Amy George

Words have always been my currency -- the means to express myself, persuade an audience, tell a story and get a job. When it comes to LinkedIn, the professional networking site used by half a billion people worldwide, words are everyone's currency.

But there are some words that won't help you strike the notice of a recruiter, score an interview or land a job. Some are professional cliches. You've heard the phrase "dime a dozen?" There's jargon and corporate speak. Then there are words that get you noticed for all the wrong reasons.These are words that make you look bad, and you might not ever know it.

Part of my communications work includes writing, rewriting and editing clients' LinkedIn pages in what I call LinkedIn makeovers. I'm always on the lookout for buzzwords that are career buzz killers. Here are the words that recruiters and I recommend scrubbing from your LinkedIn profiles as soon as possible.

1. Strategic

It's my most hated word on all of LinkedIn (and resumes, too). It's lazy, boring and vague. What makes you strategic? Tell a story. Give an example. 

Carrie Walecka, director of talent acquisition at Brightcove calls it "overused and not quantifiable.

"On the other hand, I am always encouraged when I see words such as lead, created, drove, defined, and implemented. Those are actionable words, indicating the person was the originator of said action," she adds.

2. Unique

And here's my runner-up in most hated of professional buzzwords. You are special and hardworking. But you are not unique. Your products are great, and your customers might like them a whole lot. But chances are they are not unique.

What makes you different? What makes you a great fit where you are and where you want to go? Again, do some storytelling and don't fall back on this false cliche.

3. Metrics

"Why can't we just say goals,?" says Andy Jones, a recruiter with Source One Management Services in Willow Grove, Pennsylvania.

Exactly. Or "objectives." Or "results as measured by X."

4. Solution 

"My solution? Pick another word," says Jones.

Agreed. Generic corporate lingo. "Products" or "services" work great in place of "solutions."

5. Best-of-breed

"The biggest turn-off is if someone says they are `best-of-breed' or something similar in their given profession," says Monica Roy, recruiting manager at a Seattle-based marketing and tech consultancy POP.

She added that even the best folks "still have things to learn," especially given industry changes and new technology.

6. Synergy 

"The other word I'm not a fan of,'" says Roy. "What does that even mean?" Be specific about how you joined forces or teamed up to produce stellar results or even exceed goals or expectations.

7. Robust

Robust offerings. Robust experience. Robust product line. Robust choices. No, no, no, no. Alternatives: a lot, a wide variety, complete.

8-9. Leverage and utilize

Just say "use." Maybe you used something in a smart way or in a way that your manager, your company or your competitors hadn't thought of. If you use specifics, you'll be better off than if you rely on fluffy words like leverage and utilize.

Bonus: A three-letter word saves you characters. That's important in your LinkedIn summary, which does have a character count limit. 

10. Expert

"A person can always learn something new," says Gene Brady, director at Search Consulting Network, which specializes in recruiting in the automotive, industrial and automation sectors. "If you say you're an `expert' in something, it implies you know it all. No one does. Smart people know that."

11. Results-driven

"As opposed to...not results-driven?," says Brady. "This term isn't really need if you can provide examples of your accomplishments and how you've made an impact."

Yes! Add to this detail-oriented and deadline-driven.

12. Highly

Brady also dislikes "highly" before anything. "It's hyperbole. Unnecessary embellishment."

Right on! (Note to self: I'm going to devote a future column to my dislike of adverbs, supported by Stephen King's quote "I believe the road to hell is paved with adverbs.")

13. Go-getter

"Avoid generalities," says Patrice Rice of Patrice & Associates, a hospitality and restaurant recruitment firm. "Recruiters and employers want to see specific results. They prefer to see an example of how you achieved something, such as 'I increased sales by 40 percent' 'I won the top producer award seven times,' or 'I sold to most accounts by a margin of 2:1.'"

14. Leader

Leader is a word that is used more often than it should," says Daniel Solo, founder of Second Line Advisors, an executive search and human capital advisory firm based in Manhattan. "A true leader wouldn't use the term very much, and if they did, they'd quantify what that means in terms of department size or initiatives and influence."

Bottom line:

Leave out the fluff and meaningless, overused cliches. Show examples. Share results. Tell the story of your career in a way that makes you stand out from half a billion people.


February 22

Nine Ways Your Firm Can Give Top Candidates the Royal Treatment in 2018

As seen on Best Practices

by John Rossheim

Nine ways SM

As your firm forges into 2018 and the need for new talent accelerates, you may be haunted by the ghosts of hiring past (like the record 6 million American jobs that needed filling during most months of 2017). And then there are all those open reqs that may be easy to get in 2018—but will definitely be hard to fill in the months ahead. (The Congressional Budget Office has projected that any remaining slack in the labor market will disappear in 2018.)

For guidance on how to close sales in the scrunchy-tight talent market of the next 12 months, Monster checked in with some top recruiters. Their advice on how to hook top talent in 2018 boiled down to this: Give quality candidates the royal treatment.

Use these nine tactics throughout the coming year to tack your way to success.

Pour it on for that first candidate contact. You won’t win if you don't even begin giving a candidate a great experience until she’s selected as a finalist.

“Good candidates are receiving multiple offers and counteroffers,” says Scott Samuels, CEO of search firm Horizon Hospitality. “More and more, something comes up and a candidate declines the offer. We have to be smarter on how we approach the process on day 1 to avoid problems on day 30.”

Making immediate personal contact—say, a quick phone call—with all candidates who submit promising resumes is one way to get the recruitment experience off to a good start.

Set a schedule of touch points for all candidates. Create a template for keeping in touch with candidates on a regular schedule. Make sure the content of these brief communications is genuine and meaningful to the candidate, not “just checking in.”

Consider sending the candidate a map of the company’s facility, says Laura Handrick, an HR analyst with FitSmallBusiness, and point out some of its unique offerings. Another day, share information on the company’s tuition reimbursement program, or another benefit that aligns with the candidate’s expressed interests.

Don’t be that recruiter who goes silent. Whether justified or not, many candidates believe that recruiters will only be in touch when their own bottom line is at stake. “Candidates’ expectation is that we’re not going to get back to them, we’re going to leave them hanging,” according to Gene Brady, director in the automotive practice at executive recruiter SCN. “They’re pleasantly surprised with how we treat them. Even if candidates don’t get the job, we make them feel respected.” And that helps build long-term loyalty.

Always customize the candidate experience. “Candidates want a personalized experience,” says Natasha Stough, Americas director of campus recruiting at EY, formerly Ernst & Young. “We’re hiring close to 8,500 students in 2018, so it’s challenging to personalize, but that’s what this generation expects. We’ve found that we do need to work with each candidate and tap into what’s important to them.” Asking candidates about their own professional development goals is one way to get personal.

Show clients how to turn an interview into a compelling conversation. It’s a mistake for a recruiter or her clients to treat an interview as an administrative transaction rather than a genuine conversation, says Brady. So see if you can find a way to demonstrate to the client how to fully engage candidates in a conversation that addresses everyone’s goals.

Build cultural bridges for distant candidates. “If your candidate is relocating, send them a care package,” suggests John Nykolaiszyn, director of the Florida International University College of Business’ Career Management Services. “Include several items that are only available locally—craft beer, craft roasted coffee, local honey—as well as the local Sunday newspaper and arts paper.”

Bring along clients who hesitate. A client who drags out hiring decisions presents a delicate situation, says Brady. “If I don’t get feedback, I will professionally be persistent, spell out in an email how long the delay has been, point out why the person is a good candidate. If they don’t get back to me quickly, I have a phone call with the client.”

Explain to young candidates how recruitment works. Inexperienced candidates may not at first appreciate the fundamental relationships among recruiters, clients and candidates. “Sometimes candidates have a misperception,” says Samuels. “I’m seeing more candidates who expect you to find them a job.” So let them know that client companies—or for internal recruiters, hiring managers--are the recruiters’ paying customers.

Break out of the resume-first mold. With highly qualified, hard-to-get talent, don't reduce the recruitment process to an exercise in hoop-jumping. Consider starting the experience with one-to-one quality time.

“The principal with the MarCom Group suggested that we get together for lunch,” says John Bersentes, vice president client strategy at the marketing firm. “He basically asked me, ‘Hey, what is it you really want to do?’ That got me thinking.”

Be forthright about the timeline to offer. Explain the timing of all key steps in the recruitment process, and then explain it again. EY’s career site states that “we usually make a decision within two weeks of the second interview.”

The prospect of waiting 14 days will fail to meet the expectations of many candidates, especially Gen Zers. “We do try to move that timing up as much as possible,” says Stough. “And we tell them, ‘If you’ve got another deadline with another company, let us know.’ ” 

June 8

AI and Robotics Lead to U.S. Business Growth; Skilled Talent Needed

By Terri Williams

U.S. companies believe that an increase in artificial intelligence and robotics is good for business, according to a new Randstad Sourceright Talent Trends survey. Responses from C-suite and human capital leaders reveal the following:

  • 36 percent of U.S. companies have increased the use of AI and robotics over the last 12 months.
  • Over the same period, the number of respondents indicating that they expect significant growth in the next 12 months soared from 10 percent to 28 percent.
  • 26 percent of U.S. companies report that growth in the past 12 months surpassed expectations, notably higher than the 20 percent that reported in the fourth quarter of 2016.
  • Survey respondents overwhelmingly expect AI and robotics to have a positive impact on their businesses, with 70 percent reporting that they plan to hire extensively in the year ahead to keep pace with expected growth.

While companies have been criticized for increasing their use of automation, it’s actually a good business decision for companies that want to remain competitive. Jim Guerrera is the managing director of SC Novi, an affiliate of MRINetwork, a search consulting firm specializing in recruiting for the automotive, industrial and automation sectors. “An increase in AI and robotics will definitely increase productivity and corporate profits, especially in the manufacturing sector,” Guerrera tells GoodCall®. “Companies that do not go ‘all in’ on automation will be phased out over time, as the automated factories will far out produce those that are not automated.”

Making the move to automation isn’t cheap, but it’s well worth the return on investment. “Even though it is an expensive capital cost, the way these machines are built today, they will be able to last for several years, off-setting the large upfront capital outlays,” Guerrera explains.

However, he says, “The work cannot be done with robots alone – American manufacturers need skilled and technical workers to operate these facilities.”


So, why do Americans in general, and American workers in particular, believe that AI and robotics will take their jobs instead of increase hiring? Hary Bottka, global concepts leader at Randstad Sourceright, tells GoodCall®, “There has been a lot of focus in the media on the loss of jobs in the U.S., in particular, that certain jobs are moving overseas and are not being replaced.”

And since this was a key issue in the 2016 U.S. presidential campaign, Bottka believes it is still fresh in the minds of the American public.

“AI and robotics are a natural next threat, as technology will displace certain job profiles in the coming years.” But, Bottka says the survey reveals that these advances in technology will actually create jobs while also changing the skills required by many organizations.

Chris Nicholson is the CEO of Skymind, the company behind Deeplearning4j, a deep learning tool for Java that is used for everything from fraud/anomaly detection to image recognition to predictive analytics.

Nicholson tells GoodCall® that many workers may be displaced. “Displacement is a good term to explain what’s happening, because it implies moving from one job to another.” But he admits, “Who gains and who loses?  It’s not always the same people.” Bottka agrees that technology will not completely phase out jobs. “In reality, technology is producing more of a shift in jobs requiring new skills, as compared to a complete loss of job opportunities for workers.”

However, it would be naïve to think that companies are not considering employee-related costs when deciding to increase their use of AI and robotics. “The rise of health care costs in the U.S. only adds to the desire for plants to get automated, because less overall workers means less overall healthcare expenses,” Guerrera explains. “And there are other productivity benefits such as the ease and ability of the robots to work 24 hours a day, 7 days a week, 365 days a year – in addition to manufacturing ‘locally,’ so U.S. manufacturers will be able to greatly reduce their supply chain costs.”

As a result, some fears of American workers may be justified. Especially workers who lack the skills to move into other areas.


“You can’t automate everything, and when companies want to sell their products, they will hire more administrative and sales people, so other roles are growing,” Nicholson says. “We need to try to get some of the displaced workers into these roles.”

He also advises workers to be open to moving to another city or state. “A lot of people feel trapped in a local job market, but there are places where the local economy is really healthy and robust – but again, this may entail moving to another part of the country.”

In fact, Bottka reveals that one of the primary concerns of C-suite and HR leaders is the inability to find the talent they need for some of the new roles created by AI and robotics.

That’s because some of the new roles will require more advanced training. Randstad provides Recruitment Process Outsourcing services to some of its clients, and Bottka says there’s definitely been a shift in the types of jobs clients need. “Roles such as application developers, service technicians, and hardware or software specialists are now in demand in organizations that traditionally have hired labor to fulfill more manual roles,” Bottka explains.

It may be comforting to know that robots are incapable of replacing all U.S. jobs. “American manufacturers need skilled and technical workers to operate these facilities,” Guerrera says.

But he warns that it won’t look anything like the manufacturing work force from the 1970s through the early 2000s. “Instead of a plant filled with general manual labor workers and only some skilled workers, the plants will be filled with mostly skilled technical workers, albeit a far lower number of overall employees.”

Guerrera describes some of the most in-demand positions:

  • Manufacturing engineers who know how to work automated machinery.
  • Software programmers to code and operate the machines.
  • Controls engineers to monitor and operate all of the controls on the machinery.

In addition, Guerrera says that since machines do occasionally break down, workers with general maintenance skills are also needed. “Skilled field service personnel and maintenance engineers will be paramount to a top performing automated manufacturing facility because these individuals will perform the important tasks of keeping the machines running.”

But manufacturing is just one of the industries looking to increase automation. Bottka and Nicholson warn that employees in other areas should also step up their game. “Workers and potential workers must be aware of the skills gaps in the market and tailor their interests, studies and training to prepare themselves to be in a position to fill the these gaps,” Bottka says. “Specific skills are in limited supply, so there is a need for the existing workforce, as well as incoming workers, to choose an education and training curriculum that prepares them for these jobs.”

Nicholson agrees that learning new skills is crucial. “A lot of skills are hard to automate, like people skills, where you’re dealing with people and helping them.” He mentions nurses, therapists, counselors, teachers, and managers as jobs that are difficult to automate. “Robots can’t provide healthcare; jobs that are people-centric and where you need to need to establish a relationship are pretty safe bets.”


May 24

It must seem pointless or comical to ask, “Why do we need recruiters?” Ask any recruiter and, after the laughing stops, you’ll hear all the reasons you—or at least that recruiter—could possibly imagine.

Yet, even though the list of reasons will be compelling, anyone who is the stubbornly curious type will still want to know the reason, the main reason and the real “prime mover”.

That’s the nature of human curiosity: What was the real (or main) reason for the Civil War, the 2008 economic meltdown, the tangling of my phone cord and, of course, (the Biggest Question of All) why does the physical universe or anything at all exist rather than nothing?

As for needs: What is the real or main reason we need vitamin C, why does the Fed rather than the Treasury control the money supply, why do we need recruiters? Do we?

The Need for Gods and Recruiters

Somehow, we can’t help believing that there has to be one reason that is more important or that is the “real reason” for whatever we want explained.

That’s what has made many religions so attractive and durable (with exceptions like the now defunct ancient Greek, Roman and Egyptian polytheistic religions. Like modern science, they insisted that, whatever happens, there is no single explanation or factor accounting for it—in their instances, because of the maneuverings of squabbling, multiple gods as the multiple causes of everything, including why one’s well or goat has gone dry).

We are tempted to look for one reason or cause even when we know that what is to be explained is

1. “over-determined”—there are multiple independent causes, each of which is sufficient as an explanation, e.g., the sad fate of a chicken that tried to cross the road but that was simultaneously hit by both lightning and a truck;

2. “multiply-determined”—there are factors, like the quarreling Greek gods, individually insufficient as explanations, that together are the reasons, e.g., the presence of gasoline plus the presence of a match plus the presence of someone dumb enough to have lit that match jointly explain the predictable explosion.

Viewed this way, looking for the reason recruiters are necessary may seem fruitless, in the same way as looking for the reason someone else has been hired to do a job. But notice how persistently tempting it is to ask for the reason when somebody else got the job or the client company you were hoping to get.

Then there is the even more probing pair of questions, suggested above: After dropping the question “What is the real reason we have recruiters?”, it is just a matter of time before the most inquisitive among us will drop the other shoe and ask, “Do we really need them?”

Reasons Why We Need Recruiters

So, let’s take a look at some of the (un)usual reasons why we need recruiters, if we indeed do need them, and see whether there really is what deserves to be called “the reason”—a number #1 reason why recruiters are necessary.

Division of labor in obtaining labor: Perhaps the most obvious reason why we seem to need recruiters is that their specialized skills and resources (including networks) make finding, vetting and placing talent a much more efficient process. We can thank Adam Smith’s Wealth of Nations for this explanation: Basically, specialization creates efficiencies that create wealth. Being a recruiter is merely just another form of facilitator specialization.

Moreover, the employers that recruiters serve are subject to the same laws of efficiency: A project manager or CEO also has to specialize in his job to compete and succeed. Hence, because there aren’t enough minutes in an hour and no hours in a minute, the delegation of hiring to an HR specialist is advisable and generally unavoidable. It’s that simple.

Swelling ranks of the employable and of employers: In a tribal village of 200 people, recruiters are completely unnecessary. The small labor pool means that extensive and elaborate sorting and sifting of job applications is not required at all. Not only are the labor pool and applicant numbers small, but also the applicants will certainly be well known to the C.E.C—the Chief Executive Chief. This reduces the sourcing and screening time to virtually zero. On top of that, compensation package negotiations will be streamlined in a tribal village, since there will be few, if any, opportunity costs for either the C.E.C. or the applicant, inasmuch as there will be very few applicants or jobs to choose from.

The modern world of work on a crowded planet is completely different. First, the huge numbers of employable people, applicants and companies create innumerable mathematically possible combinations of employers and applicants as matches to be checked out.

Second, the kind of tribal firsthand knowledge of both the employer and the prospective employee is, apart from cases of nepotism, pre-existing acquaintanceship and in-house hiring, virtually non-existent.

Third, the existence of countless competitors for both those hiring and those to be hired makes shopping around, vetting and negotiating in the world’s huge modern economies more protracted, costly and complex processes.

The need for human buffers in a vast, impersonal bottom-line-oriented marketplace: We’ve all heard, “This isn’t personal; it’s business.” That sums up the massive transformation of the close-knit tribal village into the modern urban faceless-bee beehive, of simple, friendly bartering with neighbors and friends into complex, remote, money-denominated, automated and highly impersonal marketplace transactions. That’s the transformation of “Gemeinschaft” (personal, community-based) interactions into “Gesellschaft” (formal, impersonal, commerce-based) interactions that is one of the most important transformations in all of human history.

Yet, despite the fact that recruiters are part of this modern gargantuan system of formalized business relations, they somehow are expected to and do manage to maintain a human face and to provide a “human touch”—especially because they are the helping hand that makes the employer-new employee deal-sealing handshake possible.

Because the recruiter’s defining function is to help employer and job-seeker achieve their goals, his or her role is special in the domain of hardcore business: Recruiters, like caregivers, exist to help and only to help, including helping those who may be motivated to help themselves (to what they desire).

In contrast, employers and prospective employees will always, or at least initially, be tempted to play a “zero-sum” game, e.g., with respect to salary, in which gains for the candidate mean losses for the prospective employer and vice versa, and where maximizing satisfaction on one side means reducing it on the other.

Recruiters, however, are readily perceived as trying to maximize satisfaction for both the employer and the candidate (even though this is in practice, if not logically, impossible). More reasonably, what the recruiter actually does is to maximize such respective satisfactions subject to unavoidable constraints (that manifest themselves in the negotiations the recruiter helpfully facilitates).

To put this point in terms that Adam Smith might approve, recruiters supplement the cold, impersonal, often merciless “invisible hand” of the Gesellschaft marketplace with their own Gemeinschaft warm “helping hand”. In this way, a recruiter serves as not only a catalyst of employment, but also as a personalizing buffer between conflicting expectations of the hiring and the hired, and between the impersonal forces of job supply and job-seeker demand.

The Main Reason We Need Recruiters

Being only examples of the reasons we need recruiters, these cited explanations are, nonetheless, at least sufficient to answer the second question, “Do we need recruiters?” In terms of the framework outlined here, we can say that the need for recruiters is “over-determined”: There is, in our modern world, more than one reason why recruiters are necessary.

Still, the temptation to ask for the reason stubbornly tugs on the mind. Habits die hard and slowly; such an intellectual instinct as this one dies even harder and more slowly. So, as a concession to this reductionist urge to know the reason, the single most important reason we (still) need recruiters, and on deep reflection, I will try to offer one.

We all need to eat.

Michael Moffa



Organizations Begin to Backfill and Restart Hiring

 Feb 6

Over the past several months, private employment in the U.S. has begun to rebound in an increasingly strong way. Through all of 2011, the private sector averaged 160,000 new positions per month, exceeding the monthly rates of population growth (about 140,000) and labor force growth (only about 20,000).

“Everyone is hearing about continued debt concerns in Europe, but when it comes to not hiring in America, it’s used as an excuse not to hire, rather than a reason,” notes Rob Romaine, president of MRINetwork. “Except for companies with heavy exposure to the European market, businesses are making hiring decisions based on the customers walking through their front door, not uncertainty surrounding sovereign debt an ocean away.”

A recent survey of MRINetwork recruiters noted an increase over the last six months of employers backfilling positions that had been left unfilled for two years or more. As one respondent said, “I believe [employers] cut so deeply over the past two years that productivity has suffered. Today, they are hiring out of necessity and a belief that the economy has begun to turn.”

The evidence that the economy has turned is mounting. According to the Bureau of Economic Analysis, the U.S. economy grew at an annualized rate of 2.8 percent during the fourth quarter of 2011, the fourth consecutive increase. Total GDP growth in 2011 measured 1.7 percent, not a rapid rate of growth, but a far cry from projections of a double-dip recession.

Such growth numbers are, compared to past periods of recovery, rather weak. Yet, most important is where the growth is coming from. In 2011, MRINetwork saw placements in the construction space grow by nearly 50 percent, industrial placements by more than 30 percent and consumer products and services by more than 20 percent.

“Increased hiring of senior-level talent in these sectors is promising for the general economy,” says Romaine. “It indicates a confidence and a willingness by employers to invest in talent across broad swaths of the economy despite headwinds that still persist.”

But just as employers seem to be ramping up their hunt for senior talent, the availability of such talent may be shrinking as well. Over the last six months, employers have continued to increase their use of counter-offers, hoping to retain top talent long enough to backfill their positions. In highly technical fields, such as chemical engineering or biotechnology, employers have been forced to sweeten counter-offers because there simply aren’t as many candidates as there are job openings.

Indeed, the unemployment rate for those with a bachelor’s degree or higher—perhaps the broadest definition of the skilled, professional workforce—fell in December to 4.1 percent, its lowest rate in nearly three years.

“A full-blown, double-dip recession in Europe could have a chilling effect on hiring in America. But, until it does impact the U.S. directly, businesses are beginning to return to more normal hiring patterns,” notes Romaine. “Companies are backfilling vacancies and investing in new positions. We are in the midst of the slow, but seemingly stable, rebound that had been projected.” 


Nations Look to Change Economic Course
Feb 6

The most recent numbers from the euro zone show that the unemployment rate in the last two months of 2011 reached its highest level since the birth of the euro. Through most of 2010 and the first half of 2011, unemployment continued to fall despite a faltering economy. However, during the last half of the year, unemployment in both the euro zone and the broader European Union reversed course, hitting record highs.

The unemployment rates can be staggering. Lithuania’s unemployment rate rose to 15.3 percent during the third quarter of 2011 and, in Greece, unemployment rose to 19.2 percent in October. Spain’s rate reached 22.9 percent in November and December—similar to the unemployment rate in the United States during the Great Depression.

Yet, amidst these staggering unemployment rates, Austria, the Netherlands, Switzerland, and Germany held strong at 4.1 percent, 4.9 percent, 3.3 percent, and 6.7 percent, respectively.  The German unemployment rate is actually at its lowest since the reunification of East and West Germany, making it the largest country in Europe by both population and economy.

In January, EU leaders met in Brussels to try to work out a new plan to balance three seemingly opposing forces: 
unemployment, austerity measures, and growth.  But as is the very nature of the European Union, each member country is also taking efforts to rectify their own employment situations. 
In France, President Nicolas Sarkozy recently made a televised announcement about some of his plans. Included is a proposal to shift social welfare costs from companies to consumers by cutting payroll taxes while raising the value-added tax (VAT). Sarkozy also proposed a new employment contract, which will weaken the rules that created France’s legendary 35-hour work week.

The changes are being proposed to help make French companies more competitive, but they are also highly unpopular among French voters, who will be heading to the polls in late April.

France’s 9.9-percent unemployment rate, though, is minor compared to Spain’s 22.9-percent rate. A new Spanish government elected in December, led by Prime Minister Mariano Rajoy, is now preparing to do battle with unions to begin making changes to labor contracts that are expected to decrease wages, worsen working conditions and reduce guaranteed severance. Critics worry that cuts may hurt the economy further, but still may not be deep enough to actually spur job growth.

As European leaders continue to seek out economic mechanisms to curtail joblessness, the world looks on. In the past, growth in the American economy has been sufficient to pull Europe out of recession. But with U.S. GDP growth at just 1.7 percent in 2011, that boost didn’t occur.

While unemployment is all but certain to remain high over the coming year, it is also possible that the situation will create the political will to force fundamental changes to the business climate in Europe. Such changes could even make European employment practices more competitive with those in America.


Denso Growth Heats Up
Jan 10

DETROIT – To the casual observer, automotive heating, ventilation and air conditioning might appear to be must-have commodity products with little value-added content, but not to Denso.

Japan’s largest auto supplier , which is the No.1 producer of automotive thermal management systems with about 30% of the global market, sees broad opportunities for high-tech additions to its HVAC portfolio as electric vehicles present new challenges in ways to generate heat within the passenger compartment.

This explains Denso’s announcement this week here at the North American International Auto Show of plans for a new HVAC plant in Silao, Guanajuato, Mexico.

It will be Denso’s third plant in Mexico, but the first dedicated to thermal products. Denso has three HVAC plants in Michigan, one in Arkansas and one in Canada.

“Mexico is the right decision for us because it completes our thermal manufacturing footprint in North America,” Hikaru “Howard” Sugi,president of Denso International America, says at the press conference.

“Mexico is a growing market, and this is an opportunity for us to strengthen our competitiveness and our global leadership position,” he says.

Construction of the $57 million facility is set to begin in October 2013. Some 400 employees are expected by 2015.

Getting close to its customer base is a primary reason for the new plant.

Several auto makers are ramping up vehicle production in Mexico, and Audi executives extol the virtues of Mexico in interviews this week about plans for the auto maker’s first North American assembly plant.

Denso has identified Ford and Honda as its first customers for the new operations in Mexico. Nissan also has a plant 100 miles (160 km) away in Aguascalientes producing the Sentra, Tiida/Versa and March.

Much farther away, in Tijuana, is Toyota’s plant, which assembles the Tacoma pickup. Toyota owns about 25% of Denso.

Sugi says the new Silao plant will supply HVAC units only to vehicle-assembly plants in Mexico, not the U.S.

Thermal systems are Denso’s most important product sector, representing 30% of sales.

As electric vehicles become more popular, Sugi says thermal systems will evolve to provide critical cooling of battery modules and motors while at the same time keeping the passenger compartment comfortable for occupants.

Conventional AC systems require a compressor powered by the engine. “In an electric vehicle, the compressor moves to an electrically driven type, which needs a small battery and an inverter,” Sugi tells WardsAuto in an interview here.

He predicts EVs will make up as much as 10% of the global vehicle market by 2020.

Likewise, stop/start systems, which are gaining acceptance as a method of saving fuel by shutting down the engine while idling at traffic lights, create a market for Denso’s electrically driven water pumps.

As engines become smaller and integrate turbocharging, this drives demand for additional Denso products such as exhaust-gas recirculation valves and heat exchangers.

“It all requires thermal management, which means our content is increasing,” Sugi says.

With skyrocketing demand for forced induction, Denso is considering entering the turbocharger market, Sugi says.

Established players BorgWarner, Honeywell (Garrett) and Japan’s IHI now are joined by new entries, including Continental and Bosch Mahle.

Denso, which has its North American headquarters and tech center in Southfield, MI, is stepping up its development of hybrid products, such as batteries and stop/start systems. It also is building a battery-cooling lab in Southfield that will add up to 40 new jobs, says Doug Patton,senior vice president-engineering for Denso America.

In addition, Patton says the supplier plans to manufacture full hybrid components at an existing U.S. plant by 2015.

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