Do you know what you’re looking for?

If you are looking for the perfect candidate, that person does not exist; but you may need help finding industry professionals. As recruiters, we talk to industry people every day, we know what candidates are looking for, from salary to culture to growth potential.

To determine if you have unrealistic expectations, start asking yourself these questions:

● Why is this position so difficult to fill?

● Why did the previous employee leave?

● Is your salary range in line with your specific industry for that location?

● Is the education requirement necessary for competency in this role?

● Is it necessary for the candidate to be in the office, or could they work from a home office? If they must be in the office is your relocation package sufficient to move someone?

● Is it necessary they have the exact previous experience?

Hiring for a single position shouldn’t be a full-time job. Find a fresh set of eyes, call a professional recruiter in your industry. An industry specific recruiter will tell you what the employee market is like, what the current salaries are in each region, what requirements may not be realistic for the role you’re looking to fill, etc.

We at Egret Consulting work in the electrical industry and we understand everything from Lighting, Wire & Cable, Tools, Power Distribution and Electrical Wholesale distribution and even the independent manufacturer sales rep channel. Give us a call, we can help you find qualified candidates.

 

Pati Kelly is a contingent and retained recruiter exclusive to the electrical industry with a specialty in Wire and Cable. To learn more about how she can help your company identify and attract talent, check out her biography, view her LinkedIn profile or send her an email at pk@egretconsulting.com.

It’s Not Always About the Money

There are many reasons people change jobs but it’s rarely about money, yet it’s the first defense when a manager is handed a resignation. When a candidate gives notice, one of two things occur: a counteroffer or an escort out of the office. I believe employee retention falls squarely on the shoulders of management and the majority of candidates quit their job for reasons their manager could control. If employees don’t trust their leader to lead them, they lose respect for them and leave. Conversely, an employee who feels their manager recognizes their work, pays them fairly and invests in them and their career growth will stay…until the manager leaves.  

The reasons why people leave their jobs has changed over the years. Between 2008-11, most workers preferred job security over cool benefits or an amazing office or company culture. Prior to 2008, it was almost always about the money. Post 2011, employee concerns shifted to things like benefits and culture. Since 2014, the main reasons people left were for better opportunities, career advancement, more supportive culture and autonomy.  

Based on a study published by Jan Tegze, a long-time recruiter…gathered the reasons why people have left their jobs in the last 10 years.  

Things are shifting, there aren’t enough people to fill jobs now, tweaking your management style (or your management team) could mean all of the difference!

Rather than play phone tag, Here’s my calendar link to make finding time easy. Just choose the day and time!

 

 

Prudence Thompson is a contingent and retained recruiter entirely dedicated to the Electrical Distribution industry. To learn more about how she can help your company attract talent, check out her biographyLinkedIn profile or email her at pt@egretconsulting.com.

Candidate Driven Market: How to Retain a Prospective Employee

It’s not new news that we are in a candidate driven market. If your hiring process is not focused on attracting and landing top candidates, you will lose talent to your competitors. Candidates are choosing their employers.

Candidates I speak with have three, four or five companies they’re interviewing with and offers on the table. So, how do you differentiate your company and opportunity from the competition? First and foremost, offer the candidate a great experience throughout the interview process. Do not treat a recruited candidate like an applicant from 2008. Once a candidate is identified as a professional and cultural fit for your role and organization, expedite the hiring process. Bring them in within a week of initial telephone interviews. Make sure the candidate is speaking directly with the hiring manager, peers they will be working with, applicable organizational leadership and identified champions of your organization. Limit the experience to one day of interviews. Avoid having the candidate individually meet with a dozen people, who all are asking the same questions.

Share what sets your company apart. What are your company values? What is the company culture? What is the company brand? What is the leadership style? Candidates want their company to align with who they are. Candidates consistently express they want to make a difference and be challenged, to learn and grow, a sense of belonging and seek authenticity in an employer. This just in…it’s not only about money.

That said, nobody makes a move for equal to, or less than what they’re currently making. Present a market competitive offer…with the first offer and quickly. Offer immediate feedback in relation to the interview process. If you’re not moving forward, offer direct and detailed feedback as to why. If you are moving forward, get the competitive offer to the candidate within a few days of the face-to-face interview. When your offer is accepted, immediately begin the onboarding process.

The retention process begins immediately. Everybody on your new hire’s team should welcome them; include in all relevant communication. Order business cards, send them company swag, set up their desk or office.

When your new hire starts, keep orientation simple, engaging and interesting. Immediately immerse the new hire in your company culture. In the interview, you clearly communicated their role, responsibility and expectations. Review them. While it sounds cliché, develop and follow the roadmap. Assign your new hire a mentor and be certain all goals are being met throughout the first 30, 60, 90 days, etc.

If at any point an issue arises, make the new hire comfortable and communicate any concerns. Communication and collaborative approach should remain consistent throughout the tenure of the hire.

 

electrical industry recruiter

Rob Wieska is a contingent and retained recruiter exclusive to the electrical industry with a specialty in Power Distribution and Building Automation in addition to general Electrical Product Manufacturing. To learn more about how he can help your company identify and attract talent, check out his biography, view his LinkedIn profile or send him an email at rw@egretconsulting.com.

How Do We Get More Women into the Electrical Industry?

I was at an event where this question was presented.  In round table discussions, we discussed how to bring more women into the male-dominated Electrical Industry. We talked about other male-dominated industries women might be in; such as, Fashion and Food & Beverage. Fashion has Ralph Lauren, Karl Lagerfeld, Marc Jacobs, Calvin Klein Tommy Hilfhiger and so on. The Food Industry includes personalities like Mario Batali, Bobby Flay, Wolfgang Puck and Gordon Ramsay. Here are some statistics personally researched and presented at the conference:

● Women represent around 50% of professional roles 1

● Less than 1 in 4 c-suite are held by women

● 49% of women represent the college-educated workforce 1

● Women earn 38% of MBAs and 48% of specialized master’s degrees 1

My group concluded it is not the industry but an individual company situation. So, how do we recruit women into the industry? The same way we would any candidate. We present the ideas that/of:

● They’re valuable. People continue to work for a company when their opinions are validated and their work is appreciated.

● A great management team. If you are respected by your boss, you will be given opportunities to grow and be challenged.

● The ability to grow and move up in the organization is available. Women, men, especially millennials like to know their career path.

● A mentoring program for new employees is accessible, which encourages professional growth.

I would suggest you review your company and make sure you have met these points. These ideas will help you bring in the next best candidate to expand your business.

                                                                                                                                                                                                                                                                                            

1: https://www.americanprogress.org/issues/women/reports/2017/05/21/432758/womens-leadership-gap/

 

Pati Kelly is a contingent and retained recruiter exclusive to the electrical industry with a specialty in Wire and Cable. To learn more about how she can help your company identify and attract talent, check out her biography, view her LinkedIn profile or send her an email at pk@egretconsulting.com.

How to Present a Strong Offer Letter

The importance of a strong, timely offer:

I’m sure you’ve heard the expression “time kills all deals”, and it’s certainly true in recruiting. If your company takes days (or even weeks) to make an offer to a candidate, you’re sending a potential employee the wrong message; reflecting poorly on your company, before they even start. Candidates may interpret the delay as:

●You aren’t that interested in them, and they’ll move on to the next company.

●Your decision-making process is slow, which may lead them to question how decisions are made after they are hired.

●You have no urgency, therefore, how relevant is this position to the company?

When you present an offer, make sure it’s one that will be accepted. When working with a recruiter, you will know the candidate’s salary expectations ahead of time. If you can’t make an offer to a candidate in their target range, don’t interview the candidate.

There are consequences to making an offer that won’t be accepted. First, it wastes your and the candidate’s time – between phone interviews, in person interviews, reference checking, etc. Second, you have to factor in the time and revenue loss of the position not being filled; in many cases, the search has to start all over again, after you’ve gotten to the point of making a candidate an offer. Third, it can spark a bad reputation in the market place. We are in a small industry, where the degree of separation is only 2 or 3 rather than the typical 6 degrees of separation and people talk.

You want to start a relationship off on the right foot. If you like the candidate, then make them a strong offer, within 1 – 3 days of their final interview. Work with your recruiter to discuss the offer ahead of time and to understand if it makes sense to move forward.

Brooke Ziolo is a contingent and retained executive recruiter working exclusively within the Lighting Industry. To learn more about how she can help your Lighting company, LED company or Lighting Design Firm attract talent, check out her biographyLinkedIn profile or email her at bz@egretconsulting.com.