KeenHire Blog by Margaret Graziano

Join The Next Generation Of Recruitment At KeenHire! Chicago/ San Jose

As a KeenHire Recruiter/Sourcer you are a core member of our team responsible for delivering top of the funnel candidates to our Full Life Cycle Recruiters. You are a high achieving self-starter with exceptional candidate sourcing skills and a strong desire to work with top tier customers, co-workers and candidates. 
You enjoy prospecting for and making outbound calls to new candidates outside of job boards and top of mind resources. You pride yourself on exceeding production goals and quotas.

You are a persuasive communicator who connects and builds rapport with new people quickly and easily. You have a keen ability to read, evaluate and glean people’s competencies, talents, passions and goals quickly.  You are creative, intuitive and tenacious. You have the drive, passion and quick wit to plan your sourcing efforts, independently work your plan and pivot as needed.

We are KeenHire Talent Management; we provide the next generation of Recruitment and Human Capital solutions to growing organizations where hiring the RIGHT mission critical, key contributor and leadership talent for the right roles for the right price is imperative to their success.

You enjoy the flexibility of working remotely, are available at least 2 evenings per week, have a home office and updated office technology. You are excited about the opportunity of expanding your career and learning cutting edge Recruitment and Human Capital solutions.

The ideal opportunity for you allows you to play to your strengths, enjoy the freedom and financial rewards that a Recruiting/Sourcer role with performance incentives offers you, and a career that puts you in the forefront of a game changing Talent Management solution.

Job Requirements 

• 5-10 years outbound calling / sales experience
• Strong Sales Experience
• Excellent phone voice
• Persuasive communicator
• MS Office
• You must have the ability, skill and desire to source candidates for Sales Opportunities

Begin delivering Top Grading initiatives and join a recruiting mission critical to leadership talent!

APPLY NOW!

Staffing Industry Executive Forum Recap

2011 marks anew for all industries alike. The Staffing Industry is not immune to change, nor should it pretend to be. Since 2009 a lot has changed, and the Staffing Industry is becoming a whole new animal. From Margaret attending the Staffing Industry Executive Forum in Miami, we've accumulated some valuable information for anyone and everyone involved with the Staffing Industry.

Recruitment: Why Change is Good

Global employment is changing rapidly. Within the last 20 years, we've witnessed highs and lows that have redefined the way talent is acquired, assessed, and implemented into the various business environments of the modern world. This change has been a result of global events, government regulations, and a changing economic climate that has demanded efficiency. Not only is this change revolutionizing the recruitment and hiring process, but is benefiting both recruiters and growing companies alike.

Market Manager -Chicago

Market Manager

You enjoy selling and business development, creating strategic solutions that meet your customers’ needs as well as becoming an integral part of your customers strategic advisory counsel.  An ideal opportunity for you is one that affords you an opportunity to sell a unique service offering, provides residual income, a sales process that knocks out the competition and gives you the freedom to uncap your income.

You are looking for a high impact business-to-business sales and market manager role. You are inspired about selling customer centric, high value, customizable HR and Talent Management solutions. You pride yourself on your ability to establish and build long-term business relationships, open up new accounts, cross sell multiple service lines and continually grow your customer base. You are looking for the right company to join forces with, one that rewards your tenacity and drive and that affords you the opportunity for growth, development, advancement and a potential equity stake. 

Choosing To Win During A War For Talent

By: John Kurzatkowski.

I currently work with Margaret at KeenHire as a Sr. Recruitment Consultant, and wanted to share with you a bit more about how to win in the midst of a war for talent. 

As the business-news media competes for our attention by flashing information on the impending talent shortage, some of us listen with a keen ear while others turn to more urgent, pressing issues. After 22+ years in the human resources business, I don’t need the media to tell me there is going to be a problem; I already feel it in my bones, similar to how my grandfather used to know it was going to rain by his knees aching. When your business is the business of finding talent you are the first to feel ANY inkling of change in the marketplace. Although I may feel like I run a best-in-class business, and I may have evidence that I know how to skin the cat better than the competitor, KeenHire is all the more faced with the challenge of locating new talent for myself and my clients in a diminishing talent pool marketplace. 

Lets Talk Retention

According to Noah Webster, "Retention is the act or power of keeping or retaining. Corporately, retention is the power to keep employees actively engaged and committed to being an integral part of the organization."

Webster separates employee retention from standard retention. However, I have read about, seen and experienced a direct correlation of employee retention with stock price and EBITA. When a company does a great job of hiring the right people and then they do a great job of retaining them, they maximize their ability to secure and retain market-share. The businesses that have cracked the code on recruitment and talent management hold on to customers longer, are in a position to proactively solve their customers’ problems, and have the ability to be on the leading edge in offering new and innovative solutions to their customers because of a steady stream of new knowledge and solid relationships. The correlation between employee retention and profitability makes perfect sense.

Impacting your company’s ability to retain your key contributors, mission-critical players and next-level leaders begins with you understanding where people are at from a  of view.

It is important to note that today’s workplace psychological state is at an all-time low—peopleare too discouraged to go the extra mile; they are waiting for the other shoe to drop. The workforce of 2010 is mistrustful and skeptical. The top issues affecting workplace psychology and employee engagement are “warm chair attrition,” when the body shows up but the mind and heart have been left at home, and “corporate cocooning,” when the mature, highly experienced worker is hoarding information, afraid to share with or train others for fear of being replaced. Yet another is young working parents choosing their families first. Many in this group opt for working at home or only going to the office part-time. A great many people in this demographic are looking for “life/work navigation,” as they have seen firsthand how putting the job first and family second is crippling, un-fulfilling and littered with false rewards. One thing for sure is that in most situations and for most of your workforce: Corporate Loyalty Is Dead.

Competitive, astute employees are adopting a free-agent mentality and building their own relationships outside the company with vendors, customers and ex-employees so they are always ahead of the networking curve. Additionally these mission critical players, key contributors, and highly sought after next-level leaders are constantly improving their skill set so when the ax falls, they have opportunities lined up and waiting.

Recently HR Executive magazine conducted an engagement survey with hundreds of high-performing high potentials from all over the nation, and what they published was somewhat surprising, to say the least. Their study reported that 45% of all internal “candidates” within anorganization’s promotion pipeline are currently looking to leave the organization.

In another survey, conducted by Harris Poll and CareerBuilder, the results were just as compelling:

• 41% of employees are not satisfied with their jobs
• 46% say their workload has increased
• 33% feel they’re at a dead end at their current job
• 78% believe they are coping with “burnout”
• 56% are not glad they chose to work for their current employer
• 63% believe their top management does not display integrity and morality.

Any company that values the power of their human capital, believes that their people are their competitive advantage, is aware of the cost of replacing a great employee, and does not have a progressive talent strategy in place should be nervous. If you are not, take a look at this chart. It makes a great visual. Think about if your company lost their best salesperson to the competition. These days even your ironclad non-compete would most likely only slow them down. They might not call on your customers, but they can take their brain and everything they learned while in your operation and use it against you.

The problem is a big one and a strategic, systemic one at that. Not having enough knowledge-workers leads to longer development times, lower sales coming into the organization, fragmented customer service, a reduction in innovation and, eventually, lost customers. Hiring the wrong people because you are in a “rush” leads to more unwanted turnover, and that turnover comes at a high cost. Not knowing what makes your people tick leads to an incubation of the “free agent mentality.” The bottom line: the demographic and psycho-graphic challenges facing our companies cannot be avoided or ignored. Furthermore, the cost of doing nothing far outweighs the cost of being proactive and creating high-impact solutions that affect your bottom-line profitability and stakeholder equity.

Your company must decide if people are your competitive advantage, and if they are, you must strategically cause a corporate transformation, adopt a talent mindset and lead the way. Once you adopt and engage the rest of the leadership and management team in the talent mindset,you need to develop a people, or better said, talent strategy that lives and breathes throughout the organization.

103K new jobs in Dec. point to slow, steady growth

By CHRISTOPHER S. RUGABER, AP Economics Writer Christopher S. Rugaber, Ap Economics Writer 1/7/2011

"WASHINGTON – The nation's economy added 103,000 jobs in December and the unemployment rate dropped to 9.4 percent last month, its lowest level in 19 months.

But the job growth fell short of expectations based on a strengthening economy. And the drop in unemployment was partly because people stopped looking for work.

Private employers added a net total of 113,000 jobs last month and the government shed 10,000 jobs, the Labor Department said Friday.

"It's a bit of a mixed bag," said Ryan Sweet, an economist at Moody's Analytics. Many analysts hoped to see larger job gains, and the drop in the unemployment rate is unlikely to be sustained, he said.

"The labor market ended last year with a bit of a thud," he said. "But I think things will get much better this year."

The economy has shown signs of steady improvement in recent weeks, leading many economists to expect more job creation. The Labor Department said Thursday that fewer people applied for unemployment benefits over the month than in any four-week period in more than two years. An increase in consumer spending made this past holiday season the best in four years.

There were positive signs in the December jobs report. Government revisions showed more people were hired in previous months than the government first estimated. The economy added 210,000 jobs in October, above the previous figure of 172,000. November's total was revised to 71,000, up from 39,000.

Over the past three months, the economy has added an average of 128,000 jobs. That's just enough to keep up with the population growth. Nearly double is generally needed to significantly reduce the unemployment rate.

But other factors can affect the unemployment rate, at least temporarily. One key reason for the drop was that the government no longer counts people as unemployed when they stop looking for work.

Fewer people said they were out of work last month. The number of unemployed fell by more than 500,000 to just under 14.5 million, the lowest since April 2009.

Still, the unemployment rate has topped 9 percent for 20 months, the longest such streak on record. And even with last year's job gains, the unemployment rate fell only from 9.7 percent to 9.4 percent.

The stock market showed little reaction to the report. The Dow Jones industrial average rose by about 10 points in morning trading.

Through all of 2010, the nation added 1.1 million jobs, or an average of 94,000 jobs a month.

Economists expect hiring will ramp up this year, with some predicting double last year's total of jobs or more. A tax cut package that goes into effect this month should boost consumer and business spending.

Federal Reserve Chairman Ben Bernanke offered a more optimistic outlook for the economy during testimony before the Senate Banking Committee. Still, Bernanke said it could take four to five years for unemployment to drop to a historically normal rate of around 6 percent.

"Persistently high unemployment, by damping household income and confidence could threaten the strength and sustainability of the recovery," he warned.

The health care and leisure and hospitality sectors showed the strongest job gains last month. Health care added about 36,000 jobs, while restaurants and hotels hired more than 29,000 new workers.

Retailers added 12,000 net new jobs, after shedding jobs the previous month. Manufacturers hired a net total of 10,000 new workers, after losing jobs for four straight months. The bleeding continued in construction, which cut 16,000 jobs.

Companies hired nearly 16,000 temporary workers, the fewest since July.

Including those who are working part time but would prefer full-time work, and those who have given up looking for work, the underemployment rate was 16.7 percent last month. That's down from 17 percent in November.

The average work week didn't increase, remaining at 34.3 for the third straight month. That's a negative sign, since companies are likely to work their existing employees more before hiring new ones.

Average hourly earnings moved up by 3 cents, to $22.78."

Article by: Christopher S. Rugaber as found on Yahoo! News

We Are Hiring Top Notch Recruiters-Sales, Engineering, Management

Align with a fast growing, innovative, high quality Recruitment Insourcing Services Firm. Take your talent and mastery to the next level with KeenHire Talent Management.

You are a high achieving self-starter with exceptional people skills and a strong desire to work side by side with top tier professionals.  You have recruited and placed over 500 people in full time roles throughout your career. You pride yourself on making high quality hires that exceed performance metrics and advance your customer’s retention goals.

We are KeenHire. We provide contract InSourced HR, Recruitment Services and Talent Management solutions for strategic-minded Business leaders committed to building with the best.

You are a persuasive communicator who connects and builds rapport with new people easily. You have a keen ability to read, evaluate and glean people’s competencies, talents, passions and goals with grace and ease.

You are creative and intuitive.  You appreciate proven systematic processes that aid you in delivering results.  Your drive, passion and intelligence facilitate you in learning new systems quickly, training others and efficiently managing growth.   Upload your resume now.

We partner with top executives and international business leaders to build In Sourced recruitment and Talent Management programs while maximizing our customer’s returns on their people investments.  We deliver the highest quality results in cost effective manner and create long-term impact.

You are highly motivated to become part of a 21^st century consulting firm and catapult your career!

Requirements 5 years of recruiting for high touch (sales, management, service) roles

Expert at Internet and live candidate sourcing, i.e. name generation

System and Process orientation - quality and efficiency driven

Strong integrity

Management potential

To Apply-Click the link below

http://keenhire.sayhired.com/ci/apply.shp?which=837-1001-1241

KeenHire Recruiter Certification Training - November 11, 2010

Performance Based Hiring Model Certification Training Agenda 11.11.10-11.13.10

THURSDAY AFTERNOON – Margaret Graziano

1:00-1:40         Montage, KeenHire Story, Charter  

1:40-2:10         Business Case

2:10-3:15         KeenHire Business Model Presentation

3:15-4:30         Conscious Hiring Presentation

4:30-5:00         Download 26step Conscious Hiring Process

5:00-6:00         Keen Case Studies (Duncan, Discovery, Clark, Les Mills)

6:00                  Social

7:00                  Dinner – Thea, San Jose  

FRIDAY MORNING – Margaret Graziano

8:00-9:30          Benchmarking/Role Analysis Overview

9:45-10:45        KPI Role Play

10:45-11:15      Task Analysis

11:15-11:45      Cluster Tasks

11:45-12:30      Selection Criteria (working lunch)

FRIDAY AFTERNOON -  Dr. Stephanie Marberry

1:00-2:15         Assessments & Behavioral Interviews - Why are they keys to hiring success?

2:30-4:00         Assessment Presentation

4:00-6:00         Introduction to Behavioral Interviewing Presentation and Software

6:00                  Social

7:00                  Dinner – Maggianos, San Jose  

SATURDAY MORNING – Dr. Stephanie Marberry

8:00-9:30         Behavioral Movies

9:30-10:00       Matrix Ranking

10:00-10:30     Pick Questions & Overview of Keentip and scoring (recruiter)

10:30-11:00     Mock Interview Role Play I

11:00-11:30     Mock Interview Role Play II

11:30-12:00     Rapid Recall

MANUALS & RESOURCE MATERIAL

• 26 Step Process
• Behavioral Interview

SUPPORTING DOCUMENTS

• 26 step overview (in manual)
• Sample Assessments (KeenClues, TriMetrix, Achiever)
• Behavioral Scan
• Training documents for sending and pulling assessments

 

 

Poaching- Recruitment Market 2010 -The War For Talent Is On

By Sharon L. Florentine

 

Poaching. Logic would have predicted the high unemployment rate would have put an end, at least temporarily, to the practice of recruiters and hiring companies competing for each other’s employees. Logic would be wrong, said a number of recruiters and hiring experts who spoke to TheLadders.

High unemployment has simply created more competition for employed candidates. “Our clients want the candidates who are currently working for their competitors,” said one Texas-based executive search professional who wished to remain anonymous. “They feel that these folks are obviously valuable since they haven’t been laid off, and they’d rather hire them than a candidate who may have been unemployed for some time and who they see as undesirable.”

As a result, executive search firms are under increasing pressure to poach employees and are forced to hone their skills at dislodging candidates from employment, which became harder to do during the recession that bred a desire among employees for job security above all other entitlements.

It’s usually about more than just a higher salary, said the recruiter from Texas. These ‘poachees’ are offered greater upward mobility, the opportunity to work on new products and up-and-coming projects, a better work-life balance, educational opportunities, etc.

When it comes to poaching, most executive recruiters practice a two-step tactic to dislodge the employee, the recruiter said. The executive search firm plants the seeds of doubt about leaving safe employment for a better opportunity and the hiring company (usually a human resources manager or hiring manager) picks a ripe candidate when they’re ready. It’s a bit of salesmanship, he said.

“We have to plant the seed of doubt, and then the hiring manager has to close the deal. In partnership with our hiring manager, we put on our salesperson hat, and we go to work finding out what we have to offer to incite those folks to move out of their current job.”

Once the candidate is sufficiently intrigued, and the seeds of doubt are planted, the recruiter said, the hiring manager or human resources manager at the client is responsible for closing the deal and making good on what the recruiter has promised.

“If we’ve accomplished what we set out to do, then by the second interview, these candidates are starting to think, ‘Maybe I’ve been too focused on this company (or job or career path).