No – even though it’s Arizona, the temp in the pool is still around 65 degrees. Perhaps I’m too spoiled by some accounts, but what I’m talking about is Twitter.

Do I really think I’ll find value there? Perhaps – but I certainly look forward to seeing what I can do with it. I’m not sure I’m interesting enough to follow, but if you’re so inclined: Art_Pitcher

I do not plan on using it to spam in any way/shape/form. However – sometimes I can offer up a powerful piece of advice in 140 characters.

Do YOU have something interesting to say? Post your Twitter ID here and I’ll follow you – I’m game. After all, I was recently informed we lived in a Twitter nation. Silleh me. I though we lived in the USA

Happy Hunting!

-Art Pitcher

The previous robust economic climate had its own staffing challenges. A highly competitive market for top level IT talent across virtually ALL domains created vast shortages – and significant shifts in company cultures as an effort to compensate. This high level of competition is still evident in the most skilled echelons of IT talent. Currently, we find ourselves in an environment where companies are experiencing reductions in force (RIF’s), layoffs and hiring freezes – so managers are also feeling the labor pinch in a new way – downward pressure to control costs, overtime restrictions for hourly employees, lack of sustainable hiring budgets, and sometimes even the inability to replace good talent when they leave. Add to this the occasional demand to reduce full-time workforce (a decision which keeps many managers up at night trying to determine which resources they could eliminate or redeploy) and you now have a pressure cooker where even the most talented and tenured manager is walking a tight-rope – requirements on one side and resources on the other.

These production gaps affect managers in critical ways, and the menace can snowball down to other stakeholders throughout not only multiple business units, but the company as a whole. Of course, by the time it affects the company as a whole that means the problem is directly affecting REVENUE. This is the worst case scenario for any IT or Project Manager.

I not only understand, but I empathize with my clients and other IT leaders currently experiencing this crunch. In fact, I too am spending long hours creating and sorting through various scenarios in an effort to help those who, now more than ever, need creative solutions just to get the job done.

More and more, I find myself providing a contract labor solution in various iterations. Although not new, the incredible demands of the current high-tech workplace make certain contract scenarios almost custom suited to fit. The biggest objection, of course, is still cost – although more frequently the benefits are seen to outweigh the expenditure, especially with the option of tapping an operations budget to achieve the net result. Companies are attracted to contracting by the ability to obtain top level “bleeding edge” talent and custom suited durations with no redeployment, all the while being insulated from unemployment claims, sustainable carrying costs and painful terminations.

These concepts are best demonstrated with the following recent case study summaries:

#1 – 2.7B (Gross Revenue) International Health Company

Situation: Project Manager responsible for PMO implementation, directly overseeing all application development. Team included 1 analyst, 9 programmers and 2 testers.

Issue: Due to company hiring freeze, a 2^nd needed analyst was unable to be hired.

Gross Effect: Requirements circumventing the existing analyst because of delays, and being presented directly to the programmers.

Net Effect: Programmers trapped in continual waterfall, reworking requirements, stakeholders frustrated and workflow impeded.

Solution: Add 1 contract analyst with the focus of requirement gathering and enforcement of requirement generation process.

Result: Workflow obstacle removed, PMO rollout reinforced. Group able to deliver deliverables with minimal rework to all affected stakeholders.

#2 – 4.64B International Semiconductor Manufacturing Company

Situation: ERP Implementation 2/3rds ready for formal roll out.

Issue: Director required to lay-off 2 employees working on configuring specific modules.

Gross Effect: Lacking expertise, the required modules were forecasted to be delayed for 2 quarters.

Net Effect: Entire implementation placed in jeopardy risking to-date investment, and forecasted future system requirements.

Solution: Locate 1 consultant with expertise in all necessary modules to finish implementation within designated time frame (4 months).

Result: Implementation completed as scheduled. Currently in roll-out phase. The entire project is considered an enterprise-wide success.

Note: This scenario actually occurred in multiple groups within this organization, but the solution model was utilized and successful in all instances.

#3 – 10.8M Broadcast Electronics Manufacturer

Situation: Automated JIT manufacturing control software required upgrading, maintenance, and end users trained on new features and functions of software. This maneuver was projected to increase production time by 13%, allowing company 13% high overall production with no increase in staff or capital equipment.

Issue: Company unable to locate and hire talent with appropriate skills.

Gross Effect: Unable to increase capacity without increasing headcount and capital equipment expense.

Net Effect: Company growth stalled.

Solution: 1 single consultant providing maintenance and upgrading, then training end users.

Result: Net increase of 15.4% production in following quarter.

Hopefully the above give some idea to creative thought on these pressing issues. Business units can appreciate the value of short term, high-level talent with no burden or long-term risk. Depending on how structured, if a manager can generate a  proposition to demonstrate the VALUE of the requirement, many are surprised at the positive result.

To carry this thought slightly further, some managers consider outsourcing some projects to reduce their labor overhead. Projects can be managed internally, or by the firm handling the outsourcing. It is common to receive small projects during these times, such as our team writing a module as part of a greater development project. In this day and age, all options must be explored and the risks evaluated along with the potential benefit. The most important thing is to remain or become flexible. This market creates a new set of challenges, those who are the least rigid will continue to have the most successful results.

Happy Hunting!

Art Pitcher

In this short entry, I want to point out that if you are interviewing for a new job, producing quality examples of your professional work could be the trigger that pushes you into the top tier.

If you are in sales, be prepared to show paycheck stubs and W2’s to support your earnings.  Your business plan and rolling metrics (goals v. actual with a delta) can show that you understand not only the market, but provide some hard numbers your new employer can use to establish your value.

If you’re a Business Analyst, copies of requirements you have generated could be extraordinarily helpful in demonstrating your expertise.

The list goes on and on.  These kind of deliverables tend to set you apart in this day and age, especially if you bring them WITHOUT having it specifically requested.  Employers in this market likely have a CHOICE of qualified talent – and you likely don’t know who or what you’re up against.  Anything that can potentially set you apart is not only appropriate to bring but almost REQUIRED.

Before I end this short piece, let me provide you with one rule – a rule you should NEVER break, even if it’s requested:

DO NOT BRING CONFIDENTIAL INFORMATION as examples of your work unless you have DOCUMENTED permission from your emoployer.  And yes, in this atmpsohere of layoffs and RIF’s, if you’re caught up in one you might just get that permission if you ask for it.

Not only is it unethical NOT to ask, but your potential employer will probably question your ethics – if you’re willing to show another company’s confidential material to them, you would probably who your potential employer’s confidential information to others.

And sadly, this type of thing will probably never be brought to your attention.  You just won’t get a call back.

Happy Hunting!

-Art Pitcher

The enormous volume that has been written on interview preparation is, for the most part, targeted to a wide audience and fairly general.  It includes such helpful nuggets as; “research the company you are interviewing with, perhaps by visiting their website.”  Sadly, they fail to mention exactly WHAT you should be looking for, and even more important WHY you should be looking there.  So to make up for the fact I have been absent on my blog for a little over 3 months, I am going to dig into this topic to benefit both candidates and interviewers.

First of all, there are two completely different types of information a potential employer evaluates:  Tangible and Intangible.  Here are some examples of topics that fall into each category:

Once we oversimplify these topics, lo and behold – a pattern emerges.  All the tangible topics can be addressed OUTSIDE the interview through background checks, supporting documentation and reference checking (with the exception of Appearance/Hygiene and in highly technical circumstances, skills).  You should be getting the hint at this point that a good interview is going to be focused on the INTANGIBLE topics.  Sure, some of the tangible topics will come up – probably as a starting point for moving the conversation into a certain direction, but ultimately an interview is a tool to evaluate the intangible aspects of a prospective employee.

So, putting my hiring manager hat on, there are really only a few things I want to learn in an interview.  A note however, these are in the most vague and general terms possible:

1. Do YOU understand the job I want you to do?
2. Why do YOU think you can do the job?
3. Is there anything I can OBSERVE that might indicate a challenge or obstacle to you performing long-term?
4. Do I like you and think I can manage you successfully?
5. Are you smart/observant enough to get the job done?
6. Will you fit in with our culture?
7. Am I likely to be in for any surprises if I hire you?         
8. How distracted will you be by non-job related factors?
9. Do I think you can do the job?
10. Will I be happy with your performance?
11. Will you be happy working here/for me?

Personally, I structure my interview based on the findings from the tangible exploration of the candidate’s qualifications.  In other words, I want to know my candidate is qualified for my position BEFORE I make the time investment interviewing them.  In line with this, the majority of competent hiring managers I have worked with follow a similar protocol.

A common mistake here is that many candidates assume the interview to be mainly an exploration of a culture fit, and do not have an understanding of the other intangible topics that are likely to be explored, WHY they are being explored and HOW they are being explored.  Taking the time to put each interview in perspective to the rest of the hiring process for each, individual opportunity will go a long way in giving you an edge over your competition for a given position.

HOW TO PREPARE AND PRESENT YOURSELF AT AN INTERVIEW

#1 – “WHAT do you know about the position itself, and the company?”

I always want to know someone interviewing with me understands the job, and what will be expected of them.  If you can’t close your eyes and visualize your workday, try it – and fill in the gaps as questions.  Ask them early on in the interview.  The FIRST thing you need to understand is the function and operation of the position itself.  The SECOND thing you want to know is about the company.  Is it privately held, or public?  What do they do – do they provide a service or a product?  How many locations do they have?  How big is the branch, division and department you will be working for?  The reason you want this information is not only to determine if the overall environment is one you will thrive in, but it will help you structure your responses to bring out why you feel you are a match for the specific position.

PROTIP:  Writing down your questions in an orderly format and checking them off once they have been addressed will keep you on track, make sure you cover everything there is to know about the position, and show off your organizational skills.

#2 – “WHY do you think you can do the job?”

The issue here is not whether you are QUALIFIED to do the job, rather why you believe you can do the job in front of you, at the new company, in the new environment for a new boss.  Make sure you can articulate it.  The interview is your time to call attention to those intangible things about you that make you a good fit for the position.  For example, if you’re an accountant – your resume will show you to be qualified tangibly for the position, but if you LOVE to tell stories with numbers – that is an intangible that could get an employers attention.

PROTIP:  While it’s okay to reference accomplishments already listed on your resume, try to be prepared with items NOT showcased there but relevant to the day to day functions of the position.

#3 – “HOW do you think you can do the job?”

This is your time to be specific about the manner in which you intend to tackle the new challenge ahead of you.  Again, be able to articulate what kind of learning curve you might have to adapt to new technologies or processes, and be aggressive but realistic in stating goals for yourself.  For example, “After a short period of time becoming acclimated to the other staff in the account department, their roles and internal procedures – I believe I can adapt to the new software and be carrying a full workload within 2 weeks!”

PROTIP:  Use S.M.A.R.T. goals to organize and articulate your ability to perform the duties of the new position.

#4 – “Familiarize yourself with different interviewing styles, identify which style your interviewer is using and adapt your responses to it.”

A well prepared interviewer might be trained in a variety if interviewing techniques or methods.  Some of these styles can be observed from very early on in the interview.  If you are able to identify the interviewing style, you might be able to tailor your response to fit better into that methodology.

For example:

Behavioral Interviewing – tries to predict future performance based on specific, past behavior in similar situations.  These questions will usually be structured in specific language; “Tell me about a time when” or “Can you talk about a time where you had to make a decision about X while paying attention to Y.”

Assessment Interviews – may ask you to take a variety of psychological, behavioral, IQ and skills (math, language, etc…) tests to create a baseline assessment.  The physical interview is then used to either prove or disprove the results.

Chronological Interviews – Will usually take your resume and work from the bottom up, going over each position.

Topical Interviews – what this article was geared for.  Topical interviews focus on the job description, and why you would or wouldn’t be a good fit for the position.

Panel Interviews -  A panel interview will generally consist of a group of people from different areas of the company – probably HR, a manager and work peers.  These interviews are the most unpredictable and difficult to prepare for simply because each person is going to have their own areas of focus and hot buttons.

PROTIP:  If you are asked to bring references to the interview, you are likely walking into a “Chronological  In-depth Structured Interview” which indicated the company uses the “Top Grading” methodology.  This is your cue to go get ‘Top Grading’ by Bradford Smart” and give it a quick read.  This is considered one of the more intensive forms of interviewing. 

#5 – “If you think you can do the job, and you want it – DON’T be cheesy, but make it known!”

As you sense the interview is coming to a close, or if you are asked something to the effect of; “Before we end the interview, do you have any more questions for me?” try this sequence:

Ask:  “I know we’ve only talked a short while, but in your opinion what is the biggest challenge you think I will have if I come to work here?”

Make notes of the response.

Ask:  “Do you think I will be successful here?”

Make notes of the response.

Ask:  “What is the biggest benefit you think I would bring to the table?”

Make notes of the response.

Ask if you can see the environment where you will be working – see if the interviewer will show you the exact spot you will be sitting in.

Sit in the chair, look at the interviewer and say; “I can see myself working here.  Do you feel the same way?”

Wait for a response.

Ask:  “What are the next steps I should expect?”

PROTIP:  If offered the job on the spot, always take some time to think about it – a minimum of 24 hours.  Offering you a job during the first interview is traditionally viewed as a bad sign due to the employer’s desperation.  I agree with this.  However, if you are NOT offered the job on the spot this is certainly not a failure.  Make sure you leave with a clear understanding of the next steps involved.

Today, I will deviate from my norm.

In my life I cannot begin to count how many resumes I have helped write.  I do this because most job seekers are simply NOT GOOD at it, because they just don’t do it very often.  The alternative is to pay a service somewhere between $50 and $2,000 to do it for you.  I have finally found a great resource that does this for you:

www.getnoticedfirst.com/

$10 for a lifetime membership, and you get all this:

• Resume CD that syncs up with your job portfolio. (Burn files to disc yourself)
• 10 Tips Before/After Interview Card (.pdf)
• Web Page that showcases your resume, references and cover letters. You can also upload Word Documents, Adobe Acrobat Documents, .JPG’s and .Tiff files
• Access to our resume, reference sheet, cover letter and thank you letter builder

Far be it from me to sell someone elses services, but I am already referring my candidates.  As long as they keep the price down, I see nothing but good things for this company’s future.

HAPPY HUNTING!

Art Pitcher

Because of this, I am willing to accept the theory that PERHAPS this advice (and the forthcoming minor rant) are geographically specific.  However I think what I am about to say makes sense, especially since “casual Friday” seems to be commonplace around the country.

Whenever I’m making a sales call, I like to follow something I call the “one up” rule… which means I try to dress one step up from the culture of the company I’m visiting.  If they’re casual – I dress business casual.  If they’re shirt/tie – I wear a suit.  etc… 

For jobseekers (controversially enough) I do NOT advise this practice.  Rather, I inform the candidate what the general dress criteria is for the culture s/he is interviewing with and instruct them to dress in that manner.  Then I explain to my client (prior to the interview) that I want them to get an accurate idea of how the candidate will look coming to work every day.  It’s really simple in theory, but “dressing up” for an interview is a misrepresentation of what the client is ultimately going to get.

Now, let me say this:  In a candidate driven market, a potential employer needs to share some of the responsibility for creating an impression.  What I mean by this is simple: if you are interviewing a candidate on a “casual Friday”, it shouldn’t be a “casual Friday” for you.  I mean, if a candidate drags himself into an interview wearing cutoffs and a tank top and the culture is business attire, you’re going to think he’s an idiot – right?

So when the candidate comes to the interview dressed in business attire, and the employer is wearing golf shorts and a cap, what do you expect that candidate to think?

Hmmmm?

And sure, as a sales leader in my organization I do not observe “casual Friday” if I have a sales appointment.  It only makes sense.

Ultimately, if you care about ANY business meeting, interview or sales call – dress like it!

Happy Hunting!

Art Pitcher

This is a list I’ve compiled over time (from various sources) that shows potential signs in 3 areas that COULD indicate your position is in jeopardy.  Now, having a couple of these things going on is normal – but if you notice a pattern then it’s probably time to take some action.  If you choose to distribute this information without linking, I ask that you please leave the identification tag on the bottom.

Company Level

Þ    Motivational Memos or Emails about “change” from corporate – also “new vision” or “new direction”

Þ    Introduction of automation that replaces a human, like a phone auto-attendant

Þ    Closure of divisions, business units or branches

Þ    Company sells or merges

Þ    Downturn related to your industry in the news

Þ    Stock dropping in value, or top Execs liquidate their stock

Þ    Company changes comp plans for the worse or discusses temporary pay reductions

Supervisor Level

Þ    Your boss just doesn’t seem to like you and s/he’s stopped being nice

Þ    Your immediate supervisor (who you get along with) leaves the company

Þ    You get a new boss who plays “favorites”

Þ    Your supervisor neglects to provide you materials or information you need to perform your job function

Þ    You’re getting more written and less verbal feedback on your performance

Þ    Your supervisor assigns other people “pet” or “fun” projects/assignments

Environment and Workload  or Responsibility Level

Þ    Your Workload is Reduced

Þ    You aren’t informed about important or communicative meetings

Þ    No one copies you on important emails

Þ    Your last peer/employee review was negative

Þ    You made a critical error in the recent past

Þ    You get the bottom of the barrel assignments

Þ    Goals are being set for you, and they are higher than reasonable

Þ    You are being offered special “retraining”, “coaching” or “cross-training”

Þ    Your workspace is moved to a less attractive area

Þ    More and more, you feel like your own opinions are contrary to your company philosophy

Þ    Your coworkers are given invitations to seminars but you are passed over

Þ    Your responsibilities are gradually being given to others

Þ    You missed your last bonus or incentive

Þ    You’ve been instructed to take some time off or use vacation time

Þ    You find a “confidential” job posting that reads a LOT like your current job

List compiled by:  Art Pitcher        www.TheArtOfRecruiting.net

I’ve decided to transition my blog from Recruitingblogs.Com (which is really intended for the sharing of best practices and social networking WITHIN the recruiting community) to this blog, which will be more directed to those I care most about communicating with:  My Clients and Candidates.

I will probably continue to blog some at that location when it’s relevant to my peers (such as my 12 rules of recruiting success).

My expertise really focuses in one area with two applications:  I specialize in the employment process. 

From a candidate (or jobseeker) perspective, this means I am an expert on all the individual factors that go into getting the Holy Grail; the Job Offer.  And believe it or not there are a LOT of little steps that all require a “Win” for that to happen – from finding the right opportuity, to presenting your credentials correctly, to making the right impression and negotiating the right package – there are well over 80 minor events that have to combine successfully in the process to create a successful outcome.

From a client perspective, that means I am an expert at understanding and implementing the search process (not your job, industry or company), designing and implementing a campaign and one last thing that tends to make me stand out from my competition:  I understand retention.

Every recruiter I have ever trained comes away with an understanding of retention.  It is very uncommon in my industry (3rd party staff augmentation) to make any kind of effort to understand retention, frankly, beacause it’s viewed as being bad for business.  But how many times does a company really want to pay a fee for backfilling the same position?  Along with this, I provide free training for my client companies to help them “recruiter-proof” their organization – a great first step to increasing retention and reducing attrition.  This kind of value-added service is why my client’s consider me a trusted partner rather than just another recruiter wasting their time, and this relationship helps both me and my candidates.

So, I hope readers of this blog find some value in my words – whether you are actively seeking a new position, being represented by me, one of my client companies (or considering becoming one) or even a potential employee wanting to learn the philosophy behind my madness, I will try to deliver value for your time investment.  The employment process doesn’t have to be harrowing and frustrating (although harrowing and frustrating things, sadly, do happen sometimes) because we can minimize the possibility of those types of things happening by adhering to a simple but effective process.

For now, Happy Hunting!

-Art Pitcher