Tag Archives: recruitment

Recruitment: When A Candidates Can’t Say “Yes”

Post by By Rick Dacri, Dacri & Associates, LLC; initially published in the July 2016 MTCMA newsletter

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Finding the perfect candidate to fill the critical position in your municipality is never easy. Search, interviewing, and reference checking can be draining to you and your staff or board. And once you find the “right” one, you’d like to believe your job is over, but it is not. Getting the candidate to say “yes” is the most important part of the entire recruitment process. Without a “yes” everything else you have done is simply practice.

When a candidate cannot say “yes” to your job offer, you have a problem. Be clear to candidates that they have no more than one week, 10 days at most, to render you an answer. Baring extenuating circumstances, without an affirmative, withdraw the offer and move on. Otherwise, you’ll be left dangling and the candidate will likely reject your offer. In my 30 years of executive recruitment, never have I seen a candidates take an extended time to contemplate an offer and eventually accept it—even during periods of tough negotiations. If they can’t (or won’t) make a decision about a job offer, how can you expect them to make a decision about other aspects of the job? Remember, they either never wanted the job or can’t make up their minds—not very good traits for a new employee.

The Board of a large public organization extended a generous job offer to a highly qualified CEO candidate. The candidate was both surprised and hesitant by the offer (red flags). After one week of negotiations, the candidate asked for additional time to think about it (another red flag). Over the next five weeks, the candidate sought multiple clarifications to the terms of the offer and a delayed starting date before the board ultimately pulled the plug. Even though the board’s executive recruiter recommended withdrawing the offer after 10 days, the board continued the process and was shocked that it came to his point.

What went wrong? Here are 12 tell tale signs that your job offer will likely be rejected:
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Vice President, Human Resources Position Open


carroll-logo-642x152Vice President, Human Resources

Carroll Enterprises, Inc.

Carroll Enterprises,headquartered in downtown Worcester, MA, with over 250 employees in multi-state locations, seeks a strong leader to serve as their new Vice President Human Resources. This is an ideal position for a Director of Human Resources or an Assistant VP who is ready to move to a VP-level position.

Since 1968, Carroll Enterprises, Inc. has met the specialized needs of insurance buyers and major corporations in the business-to-business and business-to-consumer markets.  Carroll Enterprises is an entrepreneurial, technology intensive, marketing distribution and services company, serving the retail, wholesale and institutional marketplaces in the insurance and financial services industries.  

Reporting to the CEO, with full responsibility for all aspects of the HR function, the VPHR will be part of the executive committee and will manage a staff of five HR professionals. The ideal candidate will have strong HR generalist skills, demonstrated skills in managing a strategic HR function, and enjoy working as a full business partner in a growing, dynamic organization. You should possess 10 years of progressive HR responsibility, preferably from financial service or technology industry, and have a minimum of a bachelor’s degree. Working within an organization with a call center is ideal. An outgoing, confident, hands-on professional, who is not afraid to make decisions, will thrive in this entrepreneurial environment.

Carroll Enterprises is facing unique challenges in an industry steeped in tradition, while moving to a culture that embraces technology and ecommerce. Carroll needs an individual who can hit the ground running, operate effectively with a highly diverse workforce, and actively contributing to the senior management team.

The next VPHR will enjoy the opportunity to work in a vibrant community, with a supportive management team and staff as well as an experienced and engaged workforce. Carroll Enterprises is a recognized leader and takes pride in being a premier employer and a respected community member.

Located in the heart of Massachusetts, the city of Worcester combines historic New England charm with the conveniences and lively attractions of a bustling metropolis, that includes 10 colleges and universities, world-class medical facilities, a convention center, vibrant arts and other cultural venues, museums, college and professional sports teams, golf courses and many new dining options. For those looking for things to do while escaping traffic and parking problems, Worcester is the place to grow your career.

Carroll Enterprises offers an attractive salary and comprehensive benefit package along with the opportunity to grow your career. To learn more about this position, call Rick Dacri, Dacri & Associates Executive Search, at 207-229-5954 or rick@dacri.com.

To apply, email your resume, cover letter and salary history, in confidence, to:

Rick Dacri

Dacri & Associates, LLC

Executive Search

207-229-5954

rick@dacri.com

 

Carroll Enterprises is an Equal Opportunity Employer

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Something’s Happening in Local Government

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5 Workforce Challenges in 2016

By Rick Dacri, Dacri & Associates, LLC

(originally published in ICMA’s Knowledge Network, 1/13/16)

“There’s something happening here; what it is ain’t exactly clear” are the opening lyrics to the Buffalo Springfield 60’s anti-war song. While protest is not our focus, something indeed is happening with today’s workforce and economy and town and city managers are being challenged to both make sense of it and address it. Local government is changing, our workforce is different, and citizens and elected officials have high expectations for results.

While there are many challenges facing town managers, workforce issues rise to the top. The Center for State & Local Government Excellence survey “State and Local Government Workforce: 2014 Trends” found that the majority of public sector managers cited their “top concerns are recruiting and retaining qualified personnel, staff development, succession planning, employee morale, competitive compensation packages, public perception of government workers, reducing employee health care costs and dealing with employee workload challenges.” Like a freight train screaming down the tracks, today’s manager must tackle these issues.

Let’s look at five of them:

  1. Aging workforce: the International City/County Management Association (ICMA) reported in their 2012 State of the Profession survey that 63% of municipal employees were 51 or older with nearly 24% 61 or older. A Black & Veatch’s strategic direction survey reported an aging workforce is among the top ten issues affecting the water industry. A 2013 Center for Energy Workforce Development (CEWD) survey report that 62% of electric utility workers have the potential to retire or leave the workplace by 2020. Whether it is police, fire, librarians, or wastewater operators, aging baby boomers are beginning to exit the workplace in what some are calling the “silver tsunami” and the public sector, as a whole is ill prepared for the exodus. And to make matters worse, fewer young people are entering the profession. Volunteers are not joining the fire departments; electric engineers are choosing high tech over public power; and environmental professionals prefer consulting to wastewater treatment.
  2. Creating a performance based culture: The municipal, union mentality culture must end. Communities can no longer afford bloated workforces, crippling work rules, huge unfunded pensions, and pay plans based on length of service rather than performance. Today’s workplace culture must reward performance and productivity and encourage employee engagement resulting in worker retention and attracting the best external talent available. Union work rules that hamper operations must be replaced with those that support flexibility, and pay must be based on merit and include performance incentives. In addition, town managers should emphasize priorities and goal setting, measuring and monitoring performance and not just effort and activity. Employees must be flexible, customer centric, and engaged.
  3. Managing a multidimensional and changing workforce: Today’s workforce is changing and different. As boomers age out, we are seeing a different look than we have come to expect. Whether at town hall, public works, the water or fire department, we now find more women, individuals of color and youth. As the workforce becomes more diverse, managers must have the skills to lead this “different” workplace. Engaging a younger generation, with workers who have a different perspective and have distinct expectations of their boss and work, unlike other generations, will require significant adjustments, patience, tolerance and the skills to manage.
  4. Recruitment, retention and rewards: There is a new “3 R’s.” Finding individuals who want to work in public safety, public power, wastewater and any other aspect of local government have never been harder. Managers will have to find ways to make government careers more attractive to a younger generation, while competing with the private sector that may have deeper pockets and have shiner toys to dangle. Work/life balance, flexibility, career development and telecommuting will be needed to attract this new generation of worker. And to retain them, communities will have to reward workers with cash (merit pay, incentives, benefits) and non-cash (opportunities, training, titles). The lure of a job in government has faded. Competitive pay has become a minimum threshold to attract and retain talent. Money talks.
  5. A strategic approach to managing: Managers and elected officials must now make decisions about the direction of their business utilizing a strategic framework. No longer can they simply move from crisis to crisis, election to election. A big picture, business approach to government will be needed, discarding “how we’ve always done it this way” approach to a reinvention of government that addresses today and tomorrow’s realities. There will be a greater reliance on technology, creativity, innovation, best practices and benchmarking, and these require a new kind of leader to manage a new kind of workforce that can thrive in this new world. In the past, public utilities were lead by engineers, electrical engineers in power, environment engineers in water and wastewater. No longer. Today the need is likely for an MBA or MPA. Towns and their utilities are multimillion-dollar businesses and require a strong businessperson to run them. It is not a place for on-the-job training.

 

The 21st century leader and their elected officials must think differently. Successful leaders must have the skill to look around corners, while making bold decisions in addressing the changing market. Their mandate will be to:

  1. Develop a strong workforce that is energized, embraces change, is resident centric and strives for excellence.
  2. Create a workplace culture that sheds the municipal stereotypes of entitlement, bureaucracy and coldness with one that is productive, effective and efficient to one that is customer focused, friendly and helpful. Town hall must always be welcoming.
  3. Think long range and not just about today’s firefight. Managers and elected officials must understand the big picture and not just how it will affect this year’s budget. Maximum impact must be part of the new lexicon and that means taking a strategic approach to governing.
  4. Become a learning environment. Continuous education for all staff, elected officials and citizens are essential. Exposure to new and different ideas stimulates new thinking, creativity and innovation, challenging and questioning the previously accepted norms.
  5. Be passionate about government. Leading a municipality is a worthy profession. Show energy. Get excited. It’s contagious and it is essential in recruiting and retaining star performers; motivating staff; and engaging residents and ratepayers. But most importantly, it is crucial in moving people forward, persuading them and getting them to follow.

 

The challenges of the 21st century will be great. Managers and elected officials will have to discard old notions and embrace new thinking. Continuous change and experimentation will be the norm. Town halls must be incubators of management best practices.

There indeed is something happening here and that’s a good thing.

Rick Dacri is a management adviser, president of Dacri & Associates, and author of the book Uncomplicating Management: Focus on Your Stars and Your Company Will Soar (rick@dacri.com; http://www.dacri.com)

Other posts that you might like:

  1. Municipalities: Top 10 Tips to Ensure the Board and Manager Maintain a Strong & Effective Relationship
  2. Succession Plan in Municipalities Assure a Steady Flow of Talent
  3. Retaining Workers Over 50

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Filed under city manager, government, ICMA, Leadership, Uncategorized

End Bad Hires…Now (Webinar)

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End Bad Hires…Now!

How to Find & Hire Quality Candidates, Every Time

Wednesday, January 13 @ 2PM ET

NEW 60 minute Rick Dacri  webinar

Register Today via email at rick@dacri.com

or call 207-229-5954

Not another Bad Hire!!! Sorry, I didn’t mean to upset you. But I know, it’s a sensitive, troublesome, often unnerving, always necessary topic. You know that hiring the wrong person can make you crazy and run havoc with your entire operation. And if you’re going to stay in business, you have got to find great people.

Hiring quality people is getting harder and harder. I don’t know about you, but I am seeing managers struggle to find quality people with the skills and attitudes they need in their organization. There seems to be fewer people around and those that are available often fall short on what it takes to be successful.
Well, frankly, it doesn’t have to be that way. There are good people out there, but they might already be working…and maybe they are working for your competition. And maybe, if they knew more about you, they might want to work for you. So how do you find them and get them to join your company?
In this 60-minute webinar, titled End Bad Hires…Now, How to Find & Hire Quality Candidates, Every Time, I will provide you a recruitment program, filled with practical strategies and recommendations. Stop making bad hires and start hiring superstars! In my 25 years as a management consultant and executive recruiter, I’ve developed a number of different approaches to finding excellent candidates.
In this small (25 person max), highly energized 60-minute webinar, I tell all (maybe a little more than all): All you have to do is register for this webinar scheduled for Wednesday, January 13th at 2:00 ET

Here’s what you’ll learn in this webinar:

How to find great candidates who may not know of you (yet)
How to develop a positive recruitment brand that attract candidates to you
How to make your company standout from your competition
How to improve your overall recruitment program in 7 easy steps
How to find candidates who aren’t looking, but who would be perfect for you
How to use social media to attract tech-savvy candidates
How to develop a recruitment campaign that provides immediate results
How to develop an applicant pool with multiple sources of candidates
How to interview candidates so you know who they really are (eliminate surprises)
How to get excellent references beyond the usual “name, rank & serial number”
How to get a candidate to accept your job offer with enthusiasm

I don’t have to tell you how important it is to recruit top-notch talent. Your success is dependent upon it, but it’s getting harder and harder to find qualified candidates who can make an immediate contribution to your organization.

This webinar will provide you with the information and advice on how to develop a comprehensive recruitment brand and program to ensure that you have a steady stream of great hires—every time.

Once again, to enroll, email me at rick@dacri.com or call 207-229-5954

Cost? $125.00. Not a bad investment for learning how to hire great people, more easily. And Dacri & Associates’ clients pay only $100 (a 20% savings).

I hope to see you there,
Rick Dacri

Dacri & Associates, LLC

www.dacri.com

rick@dacri.com

We will be recording the entire thing (audio and visual). Your admission gives you access to the recording for easy reviewing after the fact.
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Register Now via email at rick@dacri.com or call 207-229-5954

 

 

Feedback from Previous Webinar Attendees:

· It was excellent, clear, easy to understand and follow; applicable in many areas and overall very interesting. Thank you
· EXCELLENT as Rick Dacri always is!
· This was incredibly informative and I would love to attend more!
· The program is great because it triggers you to look into areas of the organization that need improvement.
· Thank you, Rick. Well paced and informative.
· Nice work Rick! Enjoyed the presentations.
· Great information to have for managing a business. You are a great resource for questions.
· Great tips and information.
· As always, a wonderful Rick Dacri presentation – just the right amount of information and appropriate stories to illustrate the point.
· For an hours time the information covered was very valuable.
· The content was incredibly helpful. Found the content on hiring right, training managers to interview well and addressing problematic performance important and useful.
· It is good to have a better understanding of the HR side of the business and how to avoid potential problems

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Register Now via email at rick@dacri.com or call 207-229-5954.

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Five 2016 Workforce Challenges Screaming Down Tracks

 

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(Post by Rick Dacri, November 29, 2015)

As a manager, you will be faced with several challenges in 2016 and workforce issues are right at the top. Recruiting and retaining qualified personnel, staff development, succession planning, employee morale, competitive compensation packages, and reducing employee health care costs will dominate your attention. Like a freight train screaming down the tracks, today’s manager must tackle these issues head-on. Let’s look at five of them:

  1. Aging workforce: We’re getting older. Baby boomers are beginning to exit the workplace in what some are calling the “silver tsunami” leaving both employment spots to fill and huge gaps in knowledge to replace. Most employers are ill prepared. Recommendation: Put in place succession plans which address replacements, skills gaps, and prepares the organization for an orderly transition of talent.
  2. Creating a performance based culture: Today’s workplace culture must reward performance and productivity and foster employee engagement resulting in worker retention and attracting the best external talent. Work rules that hamper productivity must be replaced with those that support flexibility and pay should be merit based and include performance incentives. There also must be an increased emphasis on setting priorities and goals, measuring productivity and monitoring performance. And your employees must be agile, customer centric, and willing to do whatever it takes for the organization. Recommendation: Put in place training programs to prepare both supervisors and employees. Add communication initiatives to demonstrate the need for and benefits of these required changes. Recruit only employees who can thrive in a changing environment.
  3. Managing a multidimensional and changing workforce: Today’s workforce is changing and different. As boomers age out, we are seeing a different look in the workplace then we have come to expect in the past. As the workforce becomes more diverse, managers must have the skills to lead this workplace. Engaging a younger generation, who will work along side older individuals who have different views and expectations of both their boss and work, will require significant adjustments, patience, tolerance and clear understanding. Recommendation: Multicultural, mutigenerational training should become a part of your training curriculum. Employee engagement/satisfaction surveys should be conducted annually.
  4. Recruitment, retention and rewarding: There is a new “3 R’s.” Work/life balance, flexibility, career development and telecommuting will be needed in order to attract and retain this new generation of worker. And to retain them, you will have to reward workers with cash (merit pay, incentives, benefits) and non-cash (opportunities, training, titles). Recommendation: Recruitment and retention programs should be put in place that include development of a recruitment brand and tool box; compensation market surveys should be conducted; and turnover analysis should be put in place.
  5. A strategic approach to managing: Managers must make decisions about the direction of their business utilizing a strategic framework. No longer can they simply move from crisis to crisis. A big picture, business approach will be needed, discarding “how we’ve always done it” approach and re-inventing your business to address today’s and tomorrow’s realities. There will be a greater reliance on technology, creativity, innovation, and best practices and benchmarking and these require a new kind of leader to manage a workforce that can thrive in this new world along with a workforce that can blossom amongst rapid change and have the skills to learn and adapt. Recommendation: Strategic plans should be updated to reflect the changing workforce and market place.

In 2016 and beyond we all must begin to think differently, have the skills to look around corners, while making bold decisions in addressing this changing workplace.

Other posts you may like:

  1. Aging Workforce: Few Employers Prepared
  2. Succession Plan in Municipalities Assure a Steady Flow of Talent
  3. How Unhealthy Cultures Stymie Progress

 

 

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7 Recruitment Trends in 2015

(Post by Rick Dacri, April 1, 2015)

hiringEmployers are hiring again and the competition for talent is getting fierce. As I view the marketplace, I am seeing 7 recruitment trends emerging:
1. Differentiation is critical: employers are developing and promoting their recruitment brands as a means of attracting candidates. Without one and you’ll remain a best kept secret.
2. Pay is king: the competition for the top talent is intense and the biggest obstacle to landing the best is pay. Employers are evaluating their pay systems and upping their wages in critical positions.
3. Traditional advertising is out: Employers are attracting candidates through rich referral programs, company career sites, and social media. You need to know where your candidates hang out and focus your efforts there. Target recruiting is the best.
4. Passive candidates are coveted: Employers want candidates who are working and who are likely not even aware you have openings. Recruiters must be able to find them. This is the key to my recruitment success finding executives.
5. Older workers offer experience and stability: Baby boomers are not leaving the workplace as quickly as expected and employers are beginning to recognize their value. More employers are developing programs and benefits to attract and retain these generational workers.
6. Gig workers fill voids: Independent contractors, project workers and part time workers are filling in where needed. I discussed this just-in-time workplace in my book Uncomplicating Management in 2009. Many thought I was wrong. I wasn’t.
7. Retention is your best recruitment tool: if they don’t leave, you don’t have to replace them. Sometimes all you need is a strong retention program to solve your recruitment problem. Focus on creating a great place to work and people will stay…and if you need more workers, the word will get out and people will be attracted to you (that’s a big part of brand differentiation).
Employers who have a comprehensive recruitment program and a positive work environment, will be at a competitive advantage.

Others posts you might like:

 

 

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Recruitment: How To Find Great Talent (Radio Interview)

ImageThe economy is growing and employers are once again recruiting. In a fast paced 60 minute radio, I discuss the current state of talent today, the reasons why it is getting so difficult to find great quality talent and how organizations from public utilities, municipalities and more can insure that they build their recruiting brand to maximize their recruiting efforts. Listen to David Ciullo interview me on WLOB’s HR Power Hour. To listen, click HR Power Hour.

Other posts you might like:

  1. Recruitment: Finding Perfect Candidates
  2. Recruitment: Why Job Searches Fail, 6 Steps that Guarantee Success
  3. Recruitment: The Five Pillars of a Strong Recruitment Brand

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