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March 22, 2018 - No Comments!

What is our weapon to successful candidate engagement?

It’s our creative and strategic approach to search marketing....something we have learned over 20 years of search and recruiting at the management level in competitive environments.  Supply of experienced professionals and leaders is limited and demand is growing.  How do we get a great talent to engage in a conversation?

 IT ALL STARTS WITH THE STORY

No matter how adept a recruiter is at finding and connecting with great candidates, they need a compelling story to tell that piques the candidate’s interest.  Since the best candidates are already employed (most not even looking for a new position), we have found that it takes much more than a company name, job title and list of qualifications to engage them.

This is why we spend more time on the front end of a search with a new client – taking a deep dive to better understand the culture of the company and the nuances of each opportunity.  We conduct interviews with key members of our client’s team to get at the  management style, respected values and critical characteristics of the role.  This allows us to create an authentic and compelling story about the company, the leadership and the opportunity. It helps us accomplish the following:

  • Engage the most desirable candidates
  • Allow the recruiter to better assess for best fit
  • Help set candidate expectations more accurately
  • Create an urgency and encourage a call to action

Use a quote from a marketing document or strategic plan. For example;

“We’re entering a stage of rapid and meaningful growth, and that’s where you come in.  We need your talent and expertise, and we need it now!”

BUILD IT AND THEY WILL COME

When a candidate is approached by a recruiter, often times they want to learn more about the opportunity before committing to a conversation.  They’re busy, and while they might take 2 minutes to click through to a website in order to learn more, they may not want to spend 5-10 minutes talking to a human being right off the bat.  And lets face it, the most sought after candidates get a lot of recruiting calls.

Our first goal, then, is to pique their interest so they will engage.  We accomplish this by creating a “teaser” message that encourages them to view a branded microsite we create using the story content, allowing them to learn more.  Now they can peruse the opportunity at their leisure as their schedule allows.  Once there, they can also contact the recruiter directly through the website, while their interest is piqued.

Microsite, podcasts, interviews with current employees all add to a richer story about why talent might come work for you.  Let us know if we can help you build that story - you have the data and passion - we have the ability to transform that quickly into a unique message.

Published by: Sherry Benjamins in Uncategorized

March 13, 2018 - No Comments!

Sherry Benjamins on “Work ReImagined” for The Next Chapter Podcast

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Today Sherry and I will engage in a discussion on the dynamics of an entirely new concept of what the workplace and the world of work is going to look like in the very near future. In fact, many companies have already adopted or are in the process of adopting these changes.

The old idea of 9 to 5, show up at the office, do your delegated job and go home is quickly becoming outdated. There is a New Show in the world of Work and that’s what we will be discussing today.

It was an honor to be featured on an episode of The Next Chapter with my friend Charlie Hedges where we discussed the future of work. You can listen to the full episode by clicking on the PLAY button below or read more about the episode here!

Published by: Sherry Benjamins in Uncategorized

March 12, 2018 - No Comments!

A talk with Brandon Moreno, President of EverHive: A New Blended Workforce is Here

A tidal wave of change is coming that will make the way we work almost unrecognizable. There will be new ways to organize, recruit and manage.  Imagine having a seamless blend of high quality workers who work, on demand, to fill the talent needs of your company as it grows and changes. In this new future, which has already arrived for many, you have mastered this worker challenge and have a strategy to manage it proactively so that trusted relationships are built with the best individual and team players. Getting really good at this is no longer an option, it’s a necessity.

Those leading business today must figure out how to deliver value with new solutions.  Research states that already 40% percent of our workers are “non-employee” and are flexible on-demand skilled resources. Work will be delivered via platforms, projects, gigs, freelancers and technology has empowered us to be creative and solution driven.

Brandon Moreno, former HR & Talent Acquisition executive, now president of EverHive, is clearly ahead of the curve and helping organizations build strategy, processes and technologies to manage this growing blended worker cohort like no other services firm. His bottom line results are impressive. I was intrigued to learn more about Brandon’s perspective on the future.


Sherry Benjamins: Brandon, What led you to this business? 

Brandon Moreno: I have been involved in HR since 1993 and learned a lot from the leading companies that I was able to work with. Working with these business leaders and executives, we saw early on that if we did not add value to the business, we would be relegated to a merely transactional function.

The playbook for Talent Acquisition had to change. I am passionate about educating clients and elevating the conversation and actions to be taken around flexible, on demand highly skilled talent. The growing space of contingent workers captivated my attention and I decided to build a capability and solutions model to help companies manage these non-employee resources with a line of sight to improving the bottom line.

Sherry: How can managing the contingent workers impact productivity?

Brandon:  First, the growth in this segment is taking companies by surprise.  There are many organizations that seem to be running this ad hoc or with little priority on the program. We are seeing more CFO’s and CTO’s involved in the discussion along with Procurement, HR and heads of Talent Acquisition. We start with a client by understanding their current state, analyze spending and then partner with them to map out their future state of their entire end-to-end contingent worker program.  The goal is to architect and design a program that is customized but also efficient, effective and flexible.  There are many factors that impact productivity and creating base line metrics to manage this program sets the stage for meeting worker demand.  My goal is to help the client establish strategy, elevate and optimize their contingent worker function, achieve significant cost reductions, enhance compliance and streamline process.

Sherry: Why should the CEO pay attention to this change? 

Brandon: If a company’s non-employee workforce spending is growing (and many are in the $10 – 400 Million range), this has significant impact on the bottom line.  Surprisingly, there are many companies that do not have a handle on this aggregated cost.  Talent is the number one issue that keeps most leaders up at night and it’s their limiting factor for growth.  I understand how hard it is to predict what will be needed as the business changes, however, without a forward looking plan or integrated forecast, the CEO is reacting to changing demands and ad hoc solutions.  The ultimate goal is for organizations to have access to on-demand and flexible workers to complement their overall talent acquisition strategy.  Not only will this have cost benefits to the bottom line, but it frees up current employees to be more strategic and elevate overall business operations.

Sherry:  When launching this business, what have you learned that you didn’t expect you would?

Brandon:  I am most surprised in seeing the difficulty and fear that HR departments have in moving this conversation into a managed solution for action.  I understand this is a challenging problem for business leaders. Their positive intention is to get the work done with resources available.  I can see they have significantly less patience now compared to one year ago.  The fight for resources and the right talent is more intense now and addressing this requires a new mindset.  I am surprised that many say this is urgent, yet they are slow to act.

I have also learned that building trust, educating our clients and introducing tools that will help them start this work makes sense for many.  Others feel the criticality of an enterprise-wide solution.  Sometimes we take small steps to get them onboard.  Even smaller firms who see this tidal wave coming are better to build the platform now and think about contingent workers and unique skills required rather than wait until it is an imperative.

Sherry: What advice would you give business leaders today as they prepare for 2025?

Brandon:  Step outside of the comfort zone. Look at the talent challenges holistically and as though you are already in 2019 or 2020.  I know contingent workers have been around a long time but the growth in demand is taking many by surprise.  Ask your executives including HR to look ahead and be focused on running the business in pursuit of better outcomes and a strategic talent plan that eliminates ad hoc problem solving.  Five years from now, contingent workers will expect to be integrated into the workforce – an extension of your culture with a unique set of rewards that includes interesting and fulfilling work.

Concluding Comments

Leading the work in the future will profoundly change the world of HR.  Work will be deconstructed and dispersed with rewards being more short term and individualized. The organization will have an internal and external, permeable structure.  Kate Kjeell, SBC’s Managing Director facilitates a group of TA leaders in OC from premier companies.  She noted that managing a contingent workforce has been the top issue TA leaders have struggled with for the past three years. Awareness of the size, cost, liabilities and opportunities of this workforce is a significant catalyst for change.

To learn more about this worker and workplace change check out Brandon’s site and feel free to speak with him. (800) 945-6340, brandon@everhive.com.

http://everhive.com/

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Published by: Sherry Benjamins in Newsletter, Recruiting, Talent Economy, Uncategorized

May 13, 2017 - No Comments!

Learn the Unexpected

There was a fascinating article in the Opinion Section of the Wall Street today that highlights Barbara Oakley,  a Professor at Oakland University, Michigan and her book called Mindshift.  It is a deep dive into the science and practice of learning. Her personal story truly demonstrates a multi-faceted journey in learning.   We place obstacles in our way when confronted with new learning challenges.  I can say that from personal experience.  However, according to Professor Oakley, this holds us back from new outlooks.

I was taken by the notion of learning something new as a workout to the centers of the brain that are most affected by aging.   That was not a new notion but hit home for sure.

What really captivated my imagination was the idea of learning the unexpected. Do we allow ourselves the vulnerability to ask, "Who do we want to become in our work and what needs to be explored in this life?"  Not often enough.  It is consuming to just respond to everyday challenges that are right in front of us let alone think out into what we want for our future self.

I attended a workshop a few weeks ago in San Francisco, facilitated by my favorite corporate poet and philosopher, David Whyte.  He is working with executives to help them be "Half a Shade Braver" (his new topic and CD) and be vulnerable and risk yourself in leadership. That often means surrendering to the unknown and reflecting on key questions that we have inside of us that will patiently wait for us to answer.  Those questions are not going away, says David Whyte.

The mindshift that Professor Oakley speaks of had me reflecting on the workshop with David. The question that I want to ask is, "what parts of me have I not spoken of or developed yet in my work?" What are the possibilities?  It is an exciting time at any age to hold the possibilities in your hands and learn how to learn.

 

Published by: Sherry Benjamins in Employee Engagement, Management, Recruiting, Uncategorized

April 10, 2017 - No Comments!

Kate’s Story

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The year was 2000 and much of the world was bracing for Y2K and impending disaster.  My family was bracing for a different development; the arrival of our second child.  As parents will tell you, the second one puts you over the top and as evidence of that, I really needed a different work/life blend.  

It was at that time I decided to make a phone call that changed my career and you could say, without being overly dramatic, my life.  I had met Sherry Benjamins on a consulting project when I was working for a recruiting software company.  With some trepidation, I called her and asked if perhaps she might consider bringing me on as a Consultant.  

After 15 years of corporate life, I embraced the vagaries of consulting and recruiting and haven’t looked back. The ups and downs, great clients and crazy ones, interesting projects and those that make you want to pull out your hair have made the journey all the sweeter. My roles have varied but the consistent thread has been SBCo's willingness to try new things and put people above profits.  Sherry has been my thought partner, mentor and the right brain to my left. 

Congratulations SBCo on 20 years.  What a joy it has been to be here for 17 of those.  Can’t wait to see what the future holds!

Published by: Corey Kachigan in Blog, Uncategorized
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January 15, 2017 - No Comments!

Last Day First Day

Following the election last fall, our son, Erik initiated a project called "Last Day First Day." I was taken by his initiative and timing to ask us all to actively reflect through writing.    Writing, creating, performing allows reflection and self-expression.  Whether you voted for either candidate in the election, the process of sharing your views in a simple letter results in shifting or embracing a new mindset and yes, we are creating art in doing this simple act.

We can apply this exercise whether it is for a political, personal or business reason.first day last day  Engagement means diving into new conversation so that we understand more clearly where we stand and learn from each other's perspectives.  How about embracing honesty?  There is honesty in our own action and words.  Every day we have a chance to share an honest perspective and walk through new doors; maybe you have the first day in a new job and a last day to leave what you knew behind.  You now have a new story to write. The story will emerge through your words and experience.

I am suggesting (thank you Erik) that whether you are writing to Obama or Trump, or writing to your old boss and or a new one, the power of your reflection opens you to creativity and courage that might surprise you.  Julia Cameron, author of the Artists Way, suggests daily morning pages. What if you simply wrote for last and first days of any change this year.  New job, new project, new boss, or new relationship.  Let your creative self speak up this year. Imagine the stories you have inside you.   Thank you Erik for inspiring us to action and an idea that might serve us all well over the course of this new year beyond January 20th.

August 26, 2016 - No Comments!

Talent Talk! – The Future of Workplace – The Great Department Debate

There is no denying that we have reached an era of digital disruption.  In the workplace, many CHRO’s are beginning to see the effect of digital disruption through a changing employment style. There is a new workforce rising through the “gig economy” (also known as contingent work, sharing economy, agile talent, non-traditional work relationships, or alternate forms of employment). Gig Economy companies include Uber, Airbnb, Lyft, UpCounsel, Instacart, and TaskRabbit.  The rapid growth of the gig economy represents one of the most significant and all-encompassing challenges faced by human resources professionals. The fundamental challenge for HR leaders is demonstrating the agility to lead the change in culture, programs, processes, and policies originally designed for work completed by full-time employees to a new era where more of the work is being completed by contingent workers (also referred to as gigsters, free agents, temporary help, agency workers, on-call workers, contract workers, independent contractors, or freelancers).

To gather some perspective, we decided to reach out to Nick Horney, Ph.D., the founder and principal at Agility Consulting. In addition to leading the Leadership Agility Practice, he has published numerous books on agility and change management and recently published an article on this very topic in HRPS.

August 23, 2016 - No Comments!

A World of Music & Meeting Points

hollywood bowlThe Hollywood Bowl is one of our favorite venues in Southern California.  Actually, it rivals most venues due to the magical setting and lovely evening breezes along with the most eclectic and amiable music lovers on the planet.

Sunday night we saw Yo-Yo Ma and his Silk Road band.  The historical silkroad was a series of land and sea trade routes that crisscrossed Eurasia, bringing the exchange of goods and innovations from Japan to the Mediterranean Sea for some 2,000 years, until the 14th century.

Now we have our own silk road and with artistic director Yo-Yo Ma, the Silk Road Ensemble visited California for an amazing and wide-ranging travelogue of music both traditional and new, suggesting a modern-day equivalent to the sort of cultural exchange that the old trade routes in centuries long gone by had experienced.

Has this group made a difference in peace and understanding around the world?  If we read the newspaper it might imply that we have not made a dent.  I agree with Richard Ginell's review in the LA Times.  He said, "This concert was ranked as one of the most fun." The Bowl looked totally sold out, the attendees were diverse, enthusiastic and totally into the music.  It was eclectic, energetic, joyous and memorable for a wonderful hot August night in Los Angeles.

Published by: Sherry Benjamins in Communication, Uncategorized
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April 20, 2016 - No Comments!

April Newsletter 2016 – Catching up with Chip Conley, Futurist for Airbnb

Chip Conley Head ShotHotel guru. Armchair psychologist. Traveling philosopher. Author. Speaker. Teacher. Student. Chip Conley has lived out more than one calling in his lifetime. Many of you know of Chip from his best-selling leadership books and TED talks. He is an inspirational entrepreneur and the founder and former CEO of Joie de Vivre hotel group. During his nearly 24 years as CEO, he grew the company to become the second largest boutique hotel company in America. After selling the company, he joined Airbnb in 2013 as Head of Global Hospitality and Strategy to share his hospitality methods with hosts in nearly 200 countries.

Earlier this month, I had the opportunity to speak with Chip about leadership and what fuels his passion within Airbnb.

SB: I just read your book Emotional Equations and immediately saw the power of practical strategies for leadership. Tell me more about your view on leadership today.

CC: Leaders are the emotional thermostats for the business. Whoever is the top dog conveys mood and tone. How they talk is amplified across the organization. It is contagious and sensed by employees.

Today, anxiety is the number one emotion felt across organizations. According to Abraham Maslow’s “psycho-hygiene”, we can sense stressors in our environments. People don’t do their best work in anxious circumstances and lack of confidence impacts our work. I’ve observed that the best companies allow for vulnerability and they consciously strive to build trust.

SB: Are you seeing leaders today that are more in touch with their authentic self?

CC: Yes, and I think there are influences working in our favor. There are more women in the workplace and with that there’s a better reading of the room and emotions. Secondly, coaches have become a normal part of leader development. We also offer feedback through multi-rater tools. And the issue of diversity is now part of the Board conversation. This adds to a CEO’s understanding of the environment and ultimately themselves.

SB: What prompted you to join Airbnb after selling the largest boutique hotel group in the west?

CC: It began when the CEO asked me to be his coach. This was my first tech startup, and I found the organization so intriguing - it was a total immersion. It wasn’t what I anticipated at that stage in my life, but I found it fascinating and it was a great work-life fit for me.

SB: What have you learned at Airbnb?

CC: I am beginning to understand tech. Today we know the face of our mobile phone better than the face of an actual person. At Airbnb our workforce is intergenerational. Prior to working in strategy, I was the head of learning and development where I was teaching twenty-five year olds how to manage twenty-three year olds. I was able to help people through great emotional growth. Now I work on public policy and help our clients all over the world be the best hosts they can be. I am proud to say that our guest satisfaction is the highest it’s ever been.

SB: How do you find top talent?

CC: Success breeds success. Now Airbnb is the leading world hospitality company and our culture and values drive our decisions. We have 2,700 employees and 100 recruiters on staff. Of course it helps to have thousands wanting to work with us, but we start our talent assessment with core values - every candidate goes through a core values interview.

SB: How do you continue to disrupt your industry?

CC: We have to disrupt ourselves before we can disrupt the industry and that begins with looking beyond where we are right now. My advice would be to talk to people outside the industry you’re in and find your blind spots. Be evangelical about what you do. You don’t succeed by meeting customer expectations – you have to go beyond and imagine their unrecognized needs. Highly successful companies know how to increase the intimacy of their customer relationships, and they surprise and delight them with something unrecognized. Reinforce the emotional connection between you and your customers to help them meet their highest goals.

SB: What’s next?

CC: I am constantly curious. I was curious about tech so I joined Airbnb. In 2013, we were booking 8 million room nights a year and now it’s up to 150 million. I was drawn in by the combination of home-sharing, tech, and startup culture. I will continue to work at transformation and coaching others to find their path, always reaching for new work-life fit experiences.

 Conclusion

Many of us are working in virtual teams and organizations across the globe. Chip’s reminder is an important one: to be smart in today’s workforce means not just understanding people but to also understand ourselves. Are you investing in you and the intangible relationships inside and outside of your organization? Are you caught up in the tangibles of day-to-day? What are you curious about? Let us know what you are learning!

June 14, 2015 - No Comments!

Manage Energy, Not Time.

Are you finding that you move from one crisis to another?  Are you racing through the day to somehow juggle it all? The digital age and all the change around us forces reactionary behavior.  I can see that in my colleagues and it concerns me. Jim Loehr and Tony Schwartz in the "Power of Full Engagement," say that we have far more control over our energy than we realize.  They acknowledge that there is a fixed number of hours in the day but the quantity and quality of energy available is not.

The authors state that " Energy is our most precious resource. The more we take responsibility for the energy we bring to the world, the more empowered and productive we become. The more we blame others or external circumstances, the more negative and compromised our energy is likely to be."

I have noticed this challenge with attention, energy and engagement more and more with senior leaders.  I know that having been out of the corporate world personally, for over 15 years makes me less credible to say this, but I observe this in that many are less present than ever before.  It is really sad - they are missing a lot.  To be fully present the authors say, we must be “physically energized, emotionally connected, and mentally focused" beyond the immediate.  And what about renewal and re-energizing ourselves?

The energy you bring to yourself, your new employees and your current team matters. The employment picture is improving each day - the best talent expects leaders who are present.  They want feedback, learning opportunities and ways to engage.  We all want that.  The younger employees who are starting out their careers understand energy and revitalizing value.  Let's learn from them.  So, think about how you can start managing energy, not time.