Toughest Jobs To Fill in 2016

(Post by Rick Dacri, November 19, 2015)

According to a survey by CareerCast.com and reported in HR Magazine, the 10 toughest jobs to fill in 2016 will be:

1. Data Scientist
2. Electrical Engineer
3. General and Operations Manager
4. Home Health Aide
5. Information Security Analyst
6. Marketing Manager
7. Medical Services Manager
8. Physical Therapist
9. Registered Nurse
10. Software Engineer

I don’t think many employers will be surprised by this list. My public power clients are continuously challenged to recruit and retain electric engineers and general managers. Both positions are also impacting their salary structures.

Expect to see continued difficulty recruiting these positions. Employers should put in place an effective recruitment and retention strategy that includes a review of their salary structure. Its become a candidate’s market.Call me if you’d like to discuss.

Other Posts you may like:

1. 7 Ways to Measure Your Recruitment Brand
2. Compensation Trends: What You Must Know and Do
3. Recruitment: Why Job Searches Fail & 6 Steps that Guarantee Success

 

 

Recruitment: David White Named Executive Director

I am pleased to announce that David White has been named the Executive Director of the Northeast Public Power Association (NEPPA). Dacri & Associates conducted the executive search on NEPPA’s behalf.

David joins NEPPA after serving 8 years as Director of Governmental Affairs and Grassroots Advocacy for the Massachusetts Dental Society. He had previously worked for Sage Systems as the Director of Client Services.

David is graduate of Suffolk University Law School, has an MBA from the Suffolk University Sawyer School of Management and has a BS from Northeastern University. He is a registered lobbyist and a Certified Association Executive.

If you need assistance with your executive recruitment needs, contact Dacri & Associates.

How Job Candidates Should Position Themselves

(Post by Rick Dacri, November 28, 2014)

Jake wowed me. As an executive recruiter with years of experience, I’m not easily impressed. But everything pointed to him as the one. He did everything right to get himself hired.

I was engaged to recruit a new Executive Vice President. When I search for executive level individuals, my success in finding candidates comes from networking. And that’s how I found Jake. Yes, I placed ads, but individuals not looking for a job never see them and passive candidates are often the best.

So let me tell you about Jake, how he positioned himself as the perfect candidate, and what everyone looking for a job can learn from him.

To begin, Jake never applied for the job. He didn’t know the position was open and frankly, I didn’t even know Jake existed. But others did. As I networked, individual after individual recommended I contact him. He was considered a rising star among managers in his industry. I knew I had to meet him. And, when I finally found him, I had to convince him to apply and sell him on the job. Jake, simply by developing a reputation as a mover and shaker, had taken control of the recruitment process. It’s a bit counter-intuitive to understand, but his strength was that he didn’t apply for the job, that he was doing an outstanding job in his current position, which made him ideal for a new job that he never sought. As the executive recruiter, I had to convince him to even listen…and he did. But I had to convince Jake, not the other way around. He was in control and that’s critical in a job search.

It gets better and from the perspective of the recruiter who only wants to present solid candidates to the client, Jake continued to do everything right. When I Googled his name, there were countless articles about him and the work he had done. No tarnish here. His resume highlighted accomplishments, not task performed. But, it did reveal one red flag. There was a two year unexplained gap in his employment—never a good sign. I asked him about it and was taken back by his response. He was wounded in Iraq, came home with a disability, and recognized he needed time off to get well. He used that time to rehabilitate, think about what was important in his life and return to school. He took a potential negative from an employment perspective, maybe a knockout of his candidacy, and turned it into a plus.

Jake interviewed well, was prepared and asked probing, insightful questions. He did his homework on the company, the current management team and even me. He visited the company and researched their plans. And he did this without ever being asked to do so. He was a model candidate.

So what can others learn from Jake that they can apply to their job search? Here are seven differentiators:

Recruitment: Finding Perfect Candidates

(Post by Rick Dacri, November 7, 2014)

When recruiting a new executive, it is important to know where to find the best candidates. In previous newsletters and in my book Uncomplicating Management, I have covered the recruitment process in detail, but this month I want to discuss where to source great candidates.his month I want to discuss where to source great candidates.

Just today, a Trustee of a utility board I know called me about her frustration in generating good quality candidates for her open General Manager position. She had placed ads on association websites, Indeed and Monster expecting to be overwhelmed with super resumes. It didn’t happen. While her efforts were good first steps, particularly advertising on professional sites, her focus had excluded a huge population of excellent candidates-those individuals who are not looking for a job but who might make ideal candidates. Only those who are looking for a job read these ads.

I recently completed an executive search for a General Manager of a public utility and I am currently recruiting a City Manager for a medium size community. While I too placed some very targeted ads on industry specific sites, I focused primarily on a vast network of managers who are currently doing a similar job, and who may either know of managers who would fit this open position or who may be interested in learning more about it for themselves. These managers would never have seen these recruitment ads, but might be interested in making a move for the right opportunity. By networking with literally hundreds of managers (yes, hundreds), I was able to identify several well-qualified candidates who could make an immediate contribution upon hire. While this process requires having an existing network to tap and the time required to speak to these people (emails do not work), the benefits of this approach make it a must strategy.

Adding this crucial networking piece ensures you get better candidates and a better hire. Remember, successful fishermen know where the fish are biting. Successful recruiters do the same.

If you need help with your recruitment needs, give me a call at 207-967-0837.

Other Posts You Might Like:

1. Recruitment: Why Job Searches Fail
2. Recruitment: The 5 Pillars of a Strong Brand
3. Recruitment: Getting a “Yes” to Every Job Offer

Help Wanted Ad: City Manager, Rockland Maine

The City of Rockland is seeking an experienced, progressive and forward thinking City Manager.

Rockland is located in the heart of Midcoast Maine. With a thriving working waterfront, vibrant economy and downtown district, historic buildings and an art community that includes the Farnsworth Art Museum, its Wyeth Center and the Strand Theatre that contribute to the cultural pulse of the City, Rockland is an outstanding place to work, live and enjoy.

While each year tourists flock to the City, Rockland enjoys a year round population of 8,000 and a growing business community and economy that is expanding beyond commercial fishing to include boatbuilding, light manufacturing and a thriving financial service sector. The City has 100 full-time employees and a $16 million operating budget.

Rockland operates under a city charter, council-manager form of government with a five-member council elected city wide and serving three year staggered terms. The City Manager is selected by and reports to the Council.

The ideal candidate will have strong finance, operations, labor and management skills; experience as a town or city manager; and the ability to work effectively and with transparency with elected officials, citizen groups, employees and the legislature. The right candidate should possess a Bachelors degree in business or public administration, while a Masters Degree is preferred, and have at least five years of progressive municipal leadership experience.

This is a unique and exciting opportunity for the career minded manager, who thinks strategically, works collaboratively, listens attentively, and who can make tough decisions. Rockland is facing some unique challenges over the next five years: a need for increased economic development, an aging infrastructure that needs addressing, aging housing, and a municipal government that needs refocusing and reenergizing. Rockland needs a City Manager who can hit the ground running, lead a vibrant team of municipal employees, in concert with the Council, to provide leadership to the City for the future.

Rockland offers an attractive salary and comprehensive benefit package along with the opportunity to grow your career in a vibrant, supportive community. To learn more about this position, call Rick Dacri, Dacri & Associates Executive Search, at 207-967-0837 or rick@dacri.com.

To apply, email or mail resume, cover letter and salary history, in confidence, to Rick Dacri, Dacri & Associates; 207-967-0837 or rick@dacri.com.

The City of Rockland, Maine is an Equal Opportunity Employer

Recruitment: Why Job Searches Fail: 6 Steps that Guarantee Success

(Post written by Rick Dacri, September 10, 2014)

Too many searches using executive recruiters fail, often before the recruitment process even begins. In some cases, managers, eager to quickly fill an opening, hand the assignment over to the recruiter before fully thinking through their needs, and recruiters, hoping to please, jump into the search unprepared.

In my experience, successful recruitment includes six essential elements. Unfortunately, typical recruiters employ only 3 or 4 of these.

Here’s what’s needed to guarantee you hire the right person, one who is able to make an immediate contribution and what you should demand of your executive recruiter:

1. Fully understand your organization: where have you been and what brought you here; where are you going and how do you plan to get there; what are your short term and long term challenges and how will you meet them? Answers to these basic questions, often found in your strategic plan, provide the recruiter critical information essential for finding the right person. Remember, a candidate, inexperienced in addressing your challenges is likely to fail and a good recruiter knows that.
2. Know what kind of person you need to hire: what will he or she look like; who will be successful in your organization and who will not? Develop a clear candidate profile that answers these questions. Remember, this is not a beauty contest. Your recruiter needs much more than a job description to find the right person.
3. Know where the right person is located: it is frequently the case that the best candidate is employed and not looking for a new job. That’s why utilizing recruitment ads only, do not work. Make sure your recruiter does not reshuffle resumes from previous searches, but actively seeks out candidates that fit YOUR profile and needs.
4. Put candidates under a microscope: you need to know everything about the person in front of you. Make sure they meet all your needs. They must match your profile and that means multiple interviews with tough questions, conducted in multiple settings with lots of eyes on the candidate. And don’t short cut references. You should never find that the person you hired is different from the person you interviewed. Your recruiter should be asking the hard questions. Your recruiter works for you, not the candidate.
5. Be clear about expectations: Before extending a job offer, be clear with the candidate about your expectations and goals and know whether your candidate has the ability and the desire to meet them. On the other side, be sure you know what the candidate’s expectations are of you. Remember, it’s a two way street. Make sure your recruiter is able to facilitate this process.
6.Provide post hire coaching: the job isn’t over when the hire is made. Great executive recruiters provide a “100 day plan” that includes executive coaching for the new employee and his/her boss. You want a smooth transition and many candidates need support to ensure he/she will hit the road running. This is a critical element of the entire process.

Finding key managers is probably the most important responsibility of any executive. Make sure your recruiter provides you the essential help to find and retain the right person. Working with an executive recruiter requires confidence and trust, earned from having a winning a track record.

Need help developing a recruitment strategy? Contact me at rick@dacri.com

Other posts you might want to read:

1. Recruitment: the 5 pillars of a strong recruitment brand
2. Recruitment: Getting a “yes” to every job offer
3. Recruitment: Landing Your Next Manager

Help Wanted Ad: General Manager, Public Power

Dacri & Associates, LLC has been exclusively retained by Littleton Electric Light & Water Departments (LELWD) to conduct a confidential search for a new General Manager/CEO. If you know of any qualified individuals who may be interested in the position, please refer them to me and feel free to forward this post.

GENERAL MANAGER/CEO

Littleton (MA) Electric Light & Water Departments

Dacri & Associates, LLC has been exclusively retained by Littleton Electric Light & Water Departments (LELWD) to conduct a confidential search for a new General Manager/CEO. 

This search will replace the current General Manager who is retiring.

This is a unique opportunity for an experienced business oriented General Manager.  The right individual will be responsible for all aspects of leading this 38 employee department, serving over 6,500 residential and commercial customers in two communities, with electrical revenues in excess of $30 million and water revenues in excess of $1 million. To qualify, you must have strong financial, operational and management skills; understanding of public utilities; and the ability to work effectively and with transparency with town government, citizen groups, customers and employees.

This is a great moment for the career-minded manager who has a passion for leading. You will be responsible for developing and presenting an annual and capital budget, recommending utility rates, providing reliable delivery of electric power and water, ensuring a diversified energy portfolio including renewable energy sources, and developing short and long-term strategic plans. Operational oversight over all aspects of the business includes union negotiations, monitoring the power supply market and executing power supply purchases. Municipal experience is a critical. A Bachelors degree is required and a Masters degree is preferred.

Utilities today face many challenges. The perfect candidate will be experienced in working with regulatory agencies; addressing environmental issues; and formulating creative solutions, while maintaining a high level of service and low rates.

The next General Manager will enjoy the opportunity to work in an attractive community, with a supportive Board of Commissioners and town government as well as an experienced and engaged workforce. LELWD is a recognized leader in both the water and electric industries and remains focused on maintaining this position.

Littleton offers a very attractive salary and a comprehensive benefit package along with an opportunity to grow your career in a vibrant community. To learn more about this position, call Rick Dacri, Dacri & Associates Executive Search, at 207-967-0837 or send a resume and salary history, in confidence, to rick@dacri.com.

LELWD is an Equal Opportunity Employer