I have long been of the opinion that the most effective form of Advertising is word-of-mouth referrals. Not only are personal referrals effective, it is probably the least costly Marketing tool in your arsenal. For some reason, however, it seems like the most difficult tactic to execute. I cannot say that I know exactly why, but people find it daunting to ask for referrals. I recently hit on a solution for my business that I would like to pass along.
I recently crafted a script to help my network and clients make referrals on my behalf. Although it may require some editing to work in your business, the basic outline seems to be sound based on the feedback I have received. Here it is for your consideration.
THIRD PARTY REFERRAL TEMPLATE:
(Insert Name), it is my pleasure to introduce you to Jim Weber. Jim is President and Owner of New Century Dynamics Executive Search, a Professional Services Firm engaged in Executive Search, Outplacement Services, Placement of Interim Executives, and Contract Employees. Their focus includes Restaurant and Hospitality, Food Service Distribution, and Retail segments. They are specialist in sourcing Marketing, Operations, Finance, and Business Development (Franchising) Talent and are particularly adept at executing the confidential search process. The company is primarily focused on growth oriented Restaurant Chains with revenues in the $100 to $500 Million range. Their client base includes Regional and National Brands across all industry segments.
Prior to forming New Century Dynamics in 1999, Jim Weber spent 25 years with Fortune 500 companies in the Service Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven Executive with exceptional Leadership skills, Jim has a strong financial background and heavy operations experience in restaurants, specialty retail stores, food manufacturing and distribution. He has a very strong background in Franchising as well.
During Jim’s career his background in Strategic Market Planning and his strong Profit Orientation supported successful New Business Development Projects, Same Store Sales Increases, Expense Control Systems, and Labor Productivity. Through his leadership and the ability to build strong teams, he developed Organizations that consistently delivered the Profit Plan, year in and year out.
(Insert Name), I am confident that you will enjoy meeting Jim Weber and learning more about New Century Dynamics Executive Search. You will find that he has impeccable references and you have a number of mutual friends.
For more detailed information about Jim, his company’s capabilities and their client list please visit his website at www.NewCenturyDynamics.com.
When do you have time on your calendar to meet Jim?
Make it easy for your network to make referrals on your behalf and more referral business will come your way!
Let me know if this works for you.
Monday, February 20, 2012
Tuesday, February 14, 2012
Wednesday, January 18, 2012
New Century Dynamics announces Outplacement Services
In order to better serve your needs, New Century Dynamics is pleased to announce today that we have added outplacement services to our portfolio.
While we have helped exiting employees in limited ways in the past, ongoing economic uncertainties have convinced us to offer more extensive, personalized services that are sorely needed by those who must search for new work in today’s highly competitive marketplace.
We are now prepared to offer a full range of outplacement programs tailored to the current economy, with price points to fit every budget. Whether you have a single C-level executive who needs one-on-one personalized support over a period of months or a significant volume of lower level candidates who require streamlined group sessions, we are prepared to meet your needs.
Through a partnership with Executive Impact, a leading career marketing firm, your people can be supported nationally with unique strategies that have been demonstrated to be effective in today’s job market. Richard Kirby, Principal at Executive Impact, will oversee these programs and personally support all key executives you designate.
Additional information can be found at www.outplacementanswers.com and a brief bio of Mr. Kirby can be found at the end of this message.
Please email or call me today with any needs you would like to discuss. We look forward to serving your needs soon!
Best regards,
James E. Weber, Principal
New Century Dynamics
770-649-7051
Richard Kirby brief bio:
After earning a B.S. in electrical engineering and achieving certification as a Registered Professional Engineer, Richard began a unique self-directed career journey in which he chose to move from engineering to human resources to marketing and to sales. Since 2002, he has been a full time career consultant (coach) to C-level leaders and other professionals seeking new career opportunities.
Richard's expertise includes career assessments, goals definition, self-marketing strategies, interpersonal communications, business networking, strategic interviewing, and compensation negotiations. Richard is a member of the Georgia Career Development Association, the Society for Human Resource Management, and the Institute of Management Consultants. For more information, see www.outplacementanswers.com.
While we have helped exiting employees in limited ways in the past, ongoing economic uncertainties have convinced us to offer more extensive, personalized services that are sorely needed by those who must search for new work in today’s highly competitive marketplace.
We are now prepared to offer a full range of outplacement programs tailored to the current economy, with price points to fit every budget. Whether you have a single C-level executive who needs one-on-one personalized support over a period of months or a significant volume of lower level candidates who require streamlined group sessions, we are prepared to meet your needs.
Through a partnership with Executive Impact, a leading career marketing firm, your people can be supported nationally with unique strategies that have been demonstrated to be effective in today’s job market. Richard Kirby, Principal at Executive Impact, will oversee these programs and personally support all key executives you designate.
Additional information can be found at www.outplacementanswers.com and a brief bio of Mr. Kirby can be found at the end of this message.
Please email or call me today with any needs you would like to discuss. We look forward to serving your needs soon!
Best regards,
James E. Weber, Principal
New Century Dynamics
770-649-7051
Richard Kirby brief bio:
After earning a B.S. in electrical engineering and achieving certification as a Registered Professional Engineer, Richard began a unique self-directed career journey in which he chose to move from engineering to human resources to marketing and to sales. Since 2002, he has been a full time career consultant (coach) to C-level leaders and other professionals seeking new career opportunities.
Richard's expertise includes career assessments, goals definition, self-marketing strategies, interpersonal communications, business networking, strategic interviewing, and compensation negotiations. Richard is a member of the Georgia Career Development Association, the Society for Human Resource Management, and the Institute of Management Consultants. For more information, see www.outplacementanswers.com.
Tuesday, November 15, 2011
New Century Dynamics is pleased to announce the completion of a CMO search
New Century Dynamics is pleased to announce the completion of a Chief Marketing Officer search for an Atlanta-based Quick Service Chain.
During the course of this search we vetted a number of highly qualified candidates that may be of interest to you as your needs may require.
During the course of this search we vetted a number of highly qualified candidates that may be of interest to you as your needs may require.
Monday, November 14, 2011
A New Perspective for 2012
As we begin the New Year, it makes sense to reflect on 2011 and then focus our expectations for 2012. I hardly think that I am in a position to offer a meaningful forecast for 2012; however, I may have a useful perspective. Especially as to how it may relate to your career.
Today is November 1, 2011 and I cannot predict the next 60 days, but I think it is safe to say that 2011 has been a turbulent year. Here are some notable events that have shaped this year.
• The U.S. economy has been stagnant with unemployment stuck at 9.0%
• We have seen riots in Greece, a result of their bankrupt Government.
• The Arab Spring saw the fall of Regimes in Egypt and Tunisia.
• Osama Bin Laden met Seal Team Six.
• Muammar Qaddafi met a similar fate at the hands of his own people.
• The State of Wisconsin successfully took on the State Teachers Union and recall efforts fizzled as the benefits proved worthwhile.
• In Ohio, broader reforms failed.
• The European Union is on the verge of collapse.
• The Obama Administration is reeling from failures in the BATF Fast and Furious Program, and the Solyndra Loan Guarantee.
How do we make sense of all of these events and what does it mean to us and all of our careers? It may be easy for someone to think that the world is coming un-glued. Maybe it is, but probably not. I am of the opinion that what we are witnessing is governmental restructuring on a world-wide scale. The global recession and resulting shortfall in tax revenues has stressed the Socialist Democracies of Europe to the breaking point. Dictatorships are falling in North Africa and possibly the Middle East. In the U.S. we have felt some of the pain as well, mitigated by the fact that the public sector makes up a smaller share of our GDP.
In my view, government is a lagging indicator that is not immune to shifts in the economy. In the past thirty years we have witnessed a tremendous shift from an industrial economy based on manufacturing to a knowledge-based, service economy based on high-technology. That point is reflected in the declining number of private sector unionized workers, now in the 6 to 7% range. We have witnessed major corporations forced to restructure under Chapter 11 of the Bankruptcy Code, or merged with stronger competitors. Integrated steel mills have given way to specialty steel companies reprocessing scrap iron. The old employer-employee compact including generous benefits, lifetime employment, and excellent pension programs is history. The private economy has changed dramatically, restructuring in plain sight.
So, the question for all of us is: “what does this mean to me and my career?” Like most fundamental questions, the answer is: “it depends.” If you are currently employed and younger than 40, I recommend that you consider the following”
• Don’t depend on anyone, other than yourself to manage your career development.
• Change your mind set to that of a Free Agent.
• Look for ways to add value to your employer and become more indispensable.
• Know your strengths, weaknesses, skills, and development needs.
• Continually expand your network.
• Develop an exit strategy to help survive a lay-off.
If you are unemployed and/or over 40, you should consider the additional steps.
• Learn to reinvent yourself in a marketable way.
• Be an out-sourced provider to companies loath to add employees.
• Open your mind to new possibilities.
• Restructure your life to adjust to the new normal.
I have personal experience that has led me to these views, including an expanding network of professionals who experienced their own professional renewal. It is a growing trend that may well result in a new Golden Age of Free Market Capitalism.
Today is November 1, 2011 and I cannot predict the next 60 days, but I think it is safe to say that 2011 has been a turbulent year. Here are some notable events that have shaped this year.
• The U.S. economy has been stagnant with unemployment stuck at 9.0%
• We have seen riots in Greece, a result of their bankrupt Government.
• The Arab Spring saw the fall of Regimes in Egypt and Tunisia.
• Osama Bin Laden met Seal Team Six.
• Muammar Qaddafi met a similar fate at the hands of his own people.
• The State of Wisconsin successfully took on the State Teachers Union and recall efforts fizzled as the benefits proved worthwhile.
• In Ohio, broader reforms failed.
• The European Union is on the verge of collapse.
• The Obama Administration is reeling from failures in the BATF Fast and Furious Program, and the Solyndra Loan Guarantee.
How do we make sense of all of these events and what does it mean to us and all of our careers? It may be easy for someone to think that the world is coming un-glued. Maybe it is, but probably not. I am of the opinion that what we are witnessing is governmental restructuring on a world-wide scale. The global recession and resulting shortfall in tax revenues has stressed the Socialist Democracies of Europe to the breaking point. Dictatorships are falling in North Africa and possibly the Middle East. In the U.S. we have felt some of the pain as well, mitigated by the fact that the public sector makes up a smaller share of our GDP.
In my view, government is a lagging indicator that is not immune to shifts in the economy. In the past thirty years we have witnessed a tremendous shift from an industrial economy based on manufacturing to a knowledge-based, service economy based on high-technology. That point is reflected in the declining number of private sector unionized workers, now in the 6 to 7% range. We have witnessed major corporations forced to restructure under Chapter 11 of the Bankruptcy Code, or merged with stronger competitors. Integrated steel mills have given way to specialty steel companies reprocessing scrap iron. The old employer-employee compact including generous benefits, lifetime employment, and excellent pension programs is history. The private economy has changed dramatically, restructuring in plain sight.
So, the question for all of us is: “what does this mean to me and my career?” Like most fundamental questions, the answer is: “it depends.” If you are currently employed and younger than 40, I recommend that you consider the following”
• Don’t depend on anyone, other than yourself to manage your career development.
• Change your mind set to that of a Free Agent.
• Look for ways to add value to your employer and become more indispensable.
• Know your strengths, weaknesses, skills, and development needs.
• Continually expand your network.
• Develop an exit strategy to help survive a lay-off.
If you are unemployed and/or over 40, you should consider the additional steps.
• Learn to reinvent yourself in a marketable way.
• Be an out-sourced provider to companies loath to add employees.
• Open your mind to new possibilities.
• Restructure your life to adjust to the new normal.
I have personal experience that has led me to these views, including an expanding network of professionals who experienced their own professional renewal. It is a growing trend that may well result in a new Golden Age of Free Market Capitalism.
Sunday, August 14, 2011
Ethics in Recruiting and Selection
Last month, one of my candidates bailed out of a job offer after successfully negotiating the terms of employment. I suspect that he was using my client’s offer as a bargaining chip with another employer. Not an example of good-faith negotiations and a minor financial cost to me.
That same week, a golfing buddy asked for my advice about the propriety of the Informational Interview as a viable job-search strategy. I told him that whereas many savvy professionals had become jaded toward this tactic, it is acceptable so long as the request for such a meeting is made with full disclosure.
Not long after this discussion, a strategic partner told me of a mutual friend who was looking for a speaker to talk to his organization about Ethics in the Job Search process. At this point I decided that someone was trying to tell me something, especially since my next article for the USF Alumni Magazine was due. In fact, this subject is a good follow-on to my last article, “Working with an Executive Recruiter.” The advice in that article was about building relationships of trust, based on honesty and truthfulness.
In the past 30 years, the employer-employee compact has changed. Job security is a thing of the past. Employees are now Free Agents. Have standards of ethics kept the pace of that change? I am not so sure. I have heard it said that cut-throat competition has led many to believe that ethics is passé or naïve. That may or may not be true, but I do think it is safe to say that role models of ethical behavior seem to be in short supply. We all know of leaders, from government, industry, sports, and even the clergy, who have had ethical lapses. I have long held the opinion that the average person can distinguish between ethical and unethical behavior when confronted with same, at least intuitively. But, how do you decide the proper behavior when confronted with a situation beyond your experience?
My dictionary defines ethics as “conforming to the standards of conduct of a given profession or group.” Another definition which appears frequently in the literature defines ethics as “principles or standards to guide actions based on established corporate values.” In other words, ethics is an established set of rules, a paradigm.
How do ethics apply to job search? My last article spoke to the expectations of the job seeker by the potential employer and the recruiter working on their behalf. Now, let’s address expectations of the job seeker from a prospective employer. After all, isn’t it better to work for a company that is highly ethical, which values integrity? How do you know if you are talking to an ethical employer? Here are a few questions you should resolve.
• Is there a formal code of ethics? Is that code reinforced by training and a part of the employee evaluation process?
• Is training and development around ethical decision-making provided?
• Are there formal systems to report unethical behavior in a non-threatening way?
• Is misconduct addressed in a timely manner?
• Is integrity emphasized to new employees as a part of the cultural overview?
• How are senior managers perceived by employees?
I have found that the more ethical companies are better about informing the job seeker as to their selection process and maintain communication throughout that process.
Over lunch this past week, I asked a friend, a consultant and professional trainer, how she would define ethical behavior. After a brief pause she answered with one word; “accountability.” What a great answer! If we were to be held accountable for our all of commitments and our actions I would think that ethical behavior would prevail. Expect ethical behavior of prospective employers and you will likely be happier in your career.
That same week, a golfing buddy asked for my advice about the propriety of the Informational Interview as a viable job-search strategy. I told him that whereas many savvy professionals had become jaded toward this tactic, it is acceptable so long as the request for such a meeting is made with full disclosure.
Not long after this discussion, a strategic partner told me of a mutual friend who was looking for a speaker to talk to his organization about Ethics in the Job Search process. At this point I decided that someone was trying to tell me something, especially since my next article for the USF Alumni Magazine was due. In fact, this subject is a good follow-on to my last article, “Working with an Executive Recruiter.” The advice in that article was about building relationships of trust, based on honesty and truthfulness.
In the past 30 years, the employer-employee compact has changed. Job security is a thing of the past. Employees are now Free Agents. Have standards of ethics kept the pace of that change? I am not so sure. I have heard it said that cut-throat competition has led many to believe that ethics is passé or naïve. That may or may not be true, but I do think it is safe to say that role models of ethical behavior seem to be in short supply. We all know of leaders, from government, industry, sports, and even the clergy, who have had ethical lapses. I have long held the opinion that the average person can distinguish between ethical and unethical behavior when confronted with same, at least intuitively. But, how do you decide the proper behavior when confronted with a situation beyond your experience?
My dictionary defines ethics as “conforming to the standards of conduct of a given profession or group.” Another definition which appears frequently in the literature defines ethics as “principles or standards to guide actions based on established corporate values.” In other words, ethics is an established set of rules, a paradigm.
How do ethics apply to job search? My last article spoke to the expectations of the job seeker by the potential employer and the recruiter working on their behalf. Now, let’s address expectations of the job seeker from a prospective employer. After all, isn’t it better to work for a company that is highly ethical, which values integrity? How do you know if you are talking to an ethical employer? Here are a few questions you should resolve.
• Is there a formal code of ethics? Is that code reinforced by training and a part of the employee evaluation process?
• Is training and development around ethical decision-making provided?
• Are there formal systems to report unethical behavior in a non-threatening way?
• Is misconduct addressed in a timely manner?
• Is integrity emphasized to new employees as a part of the cultural overview?
• How are senior managers perceived by employees?
I have found that the more ethical companies are better about informing the job seeker as to their selection process and maintain communication throughout that process.
Over lunch this past week, I asked a friend, a consultant and professional trainer, how she would define ethical behavior. After a brief pause she answered with one word; “accountability.” What a great answer! If we were to be held accountable for our all of commitments and our actions I would think that ethical behavior would prevail. Expect ethical behavior of prospective employers and you will likely be happier in your career.
Monday, May 30, 2011
Working with Executive Recruiters: Build a relationship.
Business is picking up and people are going back to work, especially College Graduates. The improving employment outlook will increase the likelihood that you will be contacted by a third party recruiter. Some tips to help make that experience effective and help you look like a pro are in order.
Working with most recruiters is a rather straightforward business proposition. Remember, their job is to serve their client, the hiring company. The recruiter is expected to manage the search process, making their client's job easier and more effective. That means doing all the detail work to validate you as a viable candidate. It is important to understand and appreciate the relationship the recruiter has developed with their client. The goodwill generated by serving the client is a precious asset to the recruiter which they will fight to protect. Be mindful that you are representing the recruiter when you interview with their client. If you present yourself well, you will gain an ally who will help your career.
When contacted by a recruiter, you will be provided with a general description of the position, compensation and location. The name of the company is generally not divulged in the first discussion; their confidentiality is maintained as closely as yours at this stage. You should learn about the recruiter as well as the nature of their relationship with the client. You will want to you understand their process and establish expectations. Check out their website and their references. The first point that you will want to learn is whether the recruiter has an exclusive assignment with the client, or if it is a non-exclusive contingency search. This information will speak to the strength of the recruiter-client relationship. You must do a little homework on your own to understand as much as you can about the recruiter to validate your decision to work with this person.
If mutual interest is established, arrangements will be made for more detailed discussions. This may take place in person, though often it conducted over the telephone. If mutual interest continues, the next step is a personal meeting, after which your credentials will be presented to the client for their review. The recruiter will maintain contact with you throughout the process, even after you are hired. They will answer your questions, schedule meetings and expedite all phases of the process. You will be kept fully informed of the client's impressions and intentions.
Here are some tips to help you build a relationship with a third-party recruiter
• Never shade the truth. Misstating or exaggerating titles, spans, education, salary, etc. will be discovered and may disqualify you.
• Full disclosure is vital. Errors of omission are potentially as damaging as distorting the truth about information you provide.
• Let the recruiter know if you are not interested or if you have any concerns about the job.
• Respond to the recruiter in a timely manner and provide complete feedback as required.
• Be a resource to the recruiter, offering candidate referrals when requested.
• Do not offer up candidates to your potential employer for other opportunities they may be trying to fill. This will be viewed as an infringement on the recruiter-client relationship making you persona non grata.
• If the process does not go well for you, do not try to circumvent the recruiter.
• Alert your references to expect the recruiter's call.
• Do keep in touch. LinkedIn is a powerful tool to employ.
Remember, working with a recruiter is not just about the job opportunity she is presenting you today. It is about building a professional relationship that will help you achieve your long-range career goals. Build on that relationship and make it work for you.
Working with most recruiters is a rather straightforward business proposition. Remember, their job is to serve their client, the hiring company. The recruiter is expected to manage the search process, making their client's job easier and more effective. That means doing all the detail work to validate you as a viable candidate. It is important to understand and appreciate the relationship the recruiter has developed with their client. The goodwill generated by serving the client is a precious asset to the recruiter which they will fight to protect. Be mindful that you are representing the recruiter when you interview with their client. If you present yourself well, you will gain an ally who will help your career.
When contacted by a recruiter, you will be provided with a general description of the position, compensation and location. The name of the company is generally not divulged in the first discussion; their confidentiality is maintained as closely as yours at this stage. You should learn about the recruiter as well as the nature of their relationship with the client. You will want to you understand their process and establish expectations. Check out their website and their references. The first point that you will want to learn is whether the recruiter has an exclusive assignment with the client, or if it is a non-exclusive contingency search. This information will speak to the strength of the recruiter-client relationship. You must do a little homework on your own to understand as much as you can about the recruiter to validate your decision to work with this person.
If mutual interest is established, arrangements will be made for more detailed discussions. This may take place in person, though often it conducted over the telephone. If mutual interest continues, the next step is a personal meeting, after which your credentials will be presented to the client for their review. The recruiter will maintain contact with you throughout the process, even after you are hired. They will answer your questions, schedule meetings and expedite all phases of the process. You will be kept fully informed of the client's impressions and intentions.
Here are some tips to help you build a relationship with a third-party recruiter
• Never shade the truth. Misstating or exaggerating titles, spans, education, salary, etc. will be discovered and may disqualify you.
• Full disclosure is vital. Errors of omission are potentially as damaging as distorting the truth about information you provide.
• Let the recruiter know if you are not interested or if you have any concerns about the job.
• Respond to the recruiter in a timely manner and provide complete feedback as required.
• Be a resource to the recruiter, offering candidate referrals when requested.
• Do not offer up candidates to your potential employer for other opportunities they may be trying to fill. This will be viewed as an infringement on the recruiter-client relationship making you persona non grata.
• If the process does not go well for you, do not try to circumvent the recruiter.
• Alert your references to expect the recruiter's call.
• Do keep in touch. LinkedIn is a powerful tool to employ.
Remember, working with a recruiter is not just about the job opportunity she is presenting you today. It is about building a professional relationship that will help you achieve your long-range career goals. Build on that relationship and make it work for you.
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