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May 1, 2017 - No Comments!

Are 2017 College Grads Falling Short?

https://www.wsj.com/articles/where-college-seniors-are-falling-short-1493118000

As a recent 2017 University of Oregon graduate with my degree in Public Relations, I found this article very interesting and, let’s be honest, somewhat alarming. It seems as though 2017 grads are getting a bad wrap - and while many may be unprepared to enter the workforce, I find myself in a different place post-graduation.

University of Oregon’s PR program really encouraged students to get involved with work opportunities and internships while in school. I was able to take advantage of this advice – this not only gave me valuable experience, but helped me better understand what I wanted to pursue post-graduation. I was able to complete multiple internships throughout my time at UO and received college course credit for the work I was doing.

Something I found interesting about UO is that almost all of my professors had previously worked in the corporate world. This opened up opportunities to gain a strong network with professionals around campus and within the community.

As a final graduation project, I was able to work with TrackTown USA to complete a Public Relations and Marketing campaign and host an event to help identify their brand more effectively. My professor had a relationship with the CEO of TrackTown, so this connection allowed myself, as well as other students, to work with a professional client and get real world experience outside of the classroom.

As a communication major, I find myself somewhat confident in my interviewing skills, but that's because I do my homework. I research the company and position, any recent articles in the news about the organization, make sure to bring up what I can offer the company, how I can make an impact on the company culture as well as have at least 2 questions prepared for the interviewer. I understand that the interview is as much about me interviewing the company, as it is the company interviewing me. Most importantly, the follow-up email is essential. I think that writing a note thanking the interviewer for their time leaves an impact and can make the difference between an average candidate and a great one.

Upon first glance, this article is making a blanket statement that 2017 grads may not be as qualified as previous classes - but that doesn’t mean there aren’t highly qualified candidates applying for jobs at your company. Most importantly, college students need to capitalize and utilize the resources on campus before hitting the real world to optimize their chances of post-grad opportunities.

-Ashlee Sutherland, SBC Recruiting and Events Coordinator

Published by: Corey Kachigan in Blog
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April 12, 2017 - No Comments!

Katherine’s Story

thumbnail_DSC_0093

Perhaps you can relate. Imagine my surprise when I showed up in corporate life with a burning desire to contribute, bundles of energy to get things done, and an never-ending flow of ideas (at least some of which were even feasible), only to realize the company just wasn’t willing to let me work to my potential. It felt like I was a salmon throwing myself on the rocks time and time again trying to get the company to let me make the contribution of which I was capable!

I finally decided “This Salmon isn’t spawning this year” and moved on. When I met Sherry and came to work at SBCo, I realized this was where people would be allowed to set their bar at the high level everyone wants to achieve in their work. Their ideas would be welcomed, and there would be total integrity, with an unwavering focus on superior client service.  And not one rock in sight! How wonderful. Thank you, Sherry!

Published by: Corey Kachigan in Blog
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April 9, 2017 - No Comments!

Helping Others Drives Success

We launched our second HRoundtable this past week with the help of my long-time friend and wonderful consultant, business owner Sonya Kemp. Sonya believes in the notion that giving to others and allowing a group to learn from each other strengthens the outcome for everyone.  Adam Grant talks about this in his giving book, "Give and Take."  We have eight wonderful managers in this group from premier companies and they are already demonstrating their passion to give to each other and learn.

They are energized to be sitting at the table with their peers from other companies and industries.  The range of perspectives is broad and fascinating.  They will meet quarterly to focus on forward looking ideas in order to build their influence as new managers and strengthen their strategic points of view. hroundtable logo 3blue

The idea of a peer learning group is not new.  We have seen many models like this across the executive suite and beyond into other functional areas.  What is exciting about this group and our HRoundtable in general is that we build the notion of giving from the start and it becomes the norm for the group.  People carry it forward in their interactions and ultimately this improves the process and how they contribute overall.  The bar is raised on who fits in the group and how they will build enriched networks and collaborate too.

It dawned on me that the HRoundtable that Sonya is now leading is embracing the four attributes that contribute to being a giver.  As Adam Grant writes about this in his book he states that "givers rise to the top."  The have a unique approach that includes; networking, collaborating, evaluating and influencing.  Adam also explores  how givers, takers and matchers build networks.  It is quite different.  The taker might be described as a self promoter or self absorbed. The giver looks at the world in abundance terms and in generosity.  Givers gain.  Thank you Sonya for being a part of this newly formed group and giving your generous spirit and experiences to this team.

October 7, 2016 - No Comments!

SBCo September Newsletter – A CEO and CHRO’s View on Finding the One

Search and selection is a high stakes game and there’s pressure to get it right. As we all know, great talent is hard to find!

Our clients see the value of strategic approaches in the search for talent. More important than finding great talent is finding “the one” person who is not only adept at the technical skills of their role, but can also seamlessly integrate into the culture of your organization.

At S. Benjamins & Co., our creative intention is about helping you find the ONE. With that in mind, we recently revamped our web site to focus on our unique process and purpose. SBC imageCheck it out here!

In the spirit of our new website and our long standing purpose, we asked three of our favorite clients and friends how they find the ONE.  Read on to see how Jamie Latiano with Renovate America, Steven Milovich, ABC Entertainment Group and Carol Geffner, Professor at USC and healthcare entrepreneur see talent acquisition today.

Jamie Latiano, SVP People & Culture, Renovate America
San Diego based – The leader in Property Assessed Clean Energy (PACE) Financing

SB: How do you find the ONE in your business? 

JL: While cliché, hiring for attitude, energy and training for skill is one of the biggest keys.  jamie latianoHere at Renovate America, we are growing dynamically and there is a lot of change as our business is scaling quickly.  Identifying behaviors such as resourcefulness, flexibility, comfort with change, leadership, communication and alignment with our Core Values has proven to be an effective assessor for hiring the right talent.

We are fortunate to attract great talent by having an awesome corporate culture grounded in impactful work, smart, dedicated, fun people and a philosophy of empowering people to do great things…together.

SB: What do you see changing in this landscape as you look ahead? 

JL: It is becoming more important for us to identify specific experience and competencies that serve as pillars for our growth and success.  While the foundation of hiring people aligned with our culture and values will remain strong, identifying gaps in competencies or knowledge is important so that we can be targeted in getting the right people in the right place, at the right time.

SB: What is your advice to other leaders who are focusing on finding or developing the ONE?

JL: My advice is that there should be foundational or “non-negotiable” things that a hiring manager looks for.  For me, this is in the areas of values, attitude and behaviors.  Diversity is important, especially diversity of thought. Also, in order to keep great talent showing up great, we have to allow them to shine, be their best and bring their discretionary effort to drive success daily through business deliverables, contributions to teams and to the culture of the organization.  It is a two way street; we need to be able to recognize “the ones” that fit our culture and values, and they need to want to jump on board, be inspired to grow, drive, and deliver.  When there is that symbiotic relationship, it is magical; there is incredible accomplishment, people own the outcome, enjoy the journey, and make history together.

Carol Geffner, PhD – Professor of Management, Governance & Policy, USC
USC Price School Professor and CEO of Newport Healthcare Advisors

SB: How do you find the ONE in your business? 

It starts with clarity about what the organization is looking for.  We work with our clients to CarolJGeffner-headshotre-think what is and will be needed in key positions rather than making an assumption that what worked in the past will be acceptable today.

We also take a holistic view of candidates. Think about how an individual will fit into the culture, how they work with others and if they have the attributes to lead change.   And in most leadership positions it is critical to screen for emotional intelligence. Organizations are social enterprises and working well with others is one of the most important aspect of success.

SB: What do you see changing in the landscape as you look ahead? 

CG: Healthcare is the industry undergoing a true transformation.  In a world that is changing so radically, it is imperative that we build leaders who can lead through uncertainty while simultaneously move their organization toward a compelling future.  From a behavioral and neuropsychological point of view, people respond more favorably when they move toward something positive vs. negative.  What this means is that an element of leadership success is being able to create (with others) an emotionally interesting and vivid picture of the company direction.

We have four generations in the workplace. This has enormous implications for the way in which we structure and lead businesses.  Millennials are more concerned with making an impact than fitting into a structure. This means organizations will re-think how to recruit, manage and engage people with very different motivations.

Lastly, we are operating within a customer-focused paradigm. One implication of this is that transparency is the norm.  Determining on a daily basis what openness means is a central responsibility of leaders.  Insular management will not work in the future.  Leading from  the “outside-in” and building a customer-centric organization is a mandate for success.

SB: What is your advice to other leaders who are focusing on finding and developing the ONE?”

CG: Think about the whole person and how they will fit your culture. Consider their emotional and social intelligence and the ability to work with and lead others. Be mindful of bringing in talent who can lead the business to the future as opposed to preserving what exists today.

Our Final Thoughts... 

The best people in HR go against the norm. They are early adopters for change and compete to find the ONE.  We hope this story has inspired you to new thinking about the future of talent.

March 14, 2016 - No Comments!

Welcome To Talent Talk Episode 2!

The Future of Hiring - Eliminating Bias

Today’s topic is all about using new tools and strategies to move beyond “old boy network” hiring and towards a hiring strategy that allows for a more diverse workforce.

In this episode we will discuss:

  1. What made Young’s Market decide that it was time to amplify that success by weaving a diversity initiative into the recruiting strategy.
  2. How the diversity initiative has effected the way Youngs Market recruits veterans and new graduates.
  3. The positive results of hiring a more diverse workforce.
  4. Quick Tip!

Published by: admin in Podcast
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January 7, 2016 - No Comments!

SBCo December Newsletter: Reflecting Back and Looking Forward

We are living in an increasingly connected world with incredible opportunities, tools and technologies to transform the work that gives us meaning. The growth in new-model companies presents challenges that excite the millennial and might frustrate the traditional leaders.

Our friends at the Institute of the Future in Palo Alto say, “In ten years, today’s 11-year-olds will be entering the workforce. Today’s 18-year-olds will be taking on positions of leadership in our largest institutions. What’s waiting for them when they get there? What will they expect? What does their experience of the world today tell us about how they’ll reshape our society (and our careers) tomorrow?”

Our team would like to thank you for your friendship, connections and participation in learning this year. We thought it would be fun to share our insights looking back and also looking ahead to 2025.

Kate Kjeell, Recruiting Practice Leader (SBCo team member since 2000):

  1. Greatest takeaway/lesson/aha moment of 2015 for you/SBCo?

Personalization of the recruiting message. Top talent wants an opportunity that speaks to them and piques their interest to learn more.

  1. What do you think will be the biggest trend in recruiting in 2016?

As the competition for talent heats up in a rebounding job market, the need to differentiate your job will be critical.  Your message, inmail, job postings will need to stand out in light of growing demand for talent.  Recruiting is now at the intersection of sales and marketing and needs to leverage the same approach in terms of content generation, analytics, talent networks, social and mobile recruiting.

  1. What will recruiting be like in 2025? 

I don’t think we will be recruiting for Spacley’s Sprockets and driving our flying cars. (Ala The Jetson’s) I do think that the nature of recruiting will change to be a marketplace where people advertise their skills and accept bids similar to eBay.  We are seeing glimmers of this with the growing flexible, free-agent workforce. Virtual workers and technology platforms enable visibility to interesting work across the globe.

Lisa Sutherland, Recruiting Consultant (SBCo team member since 2001):

  1. Greatest takeaway/lesson/aha moment of 2015 for you/SBCo?

    The greatest takeaway for me this year was learning from hiring managers who are assessing talent in entirely different ways. It is more about potential this year. With such hot demand leadership capabilities, it has been critical to be consultative and partner with our HR clients. This means refinin strategies real time.

  2. What do you think will be the biggest trend in recruiting in 2016?

    I see “grow from within” as the competitive advantage in our healthcare clients. Many key positions have a limited supply of experienced candidates. Developing internal talent and conducting career conversations signals the high performer that you are invested in them. They expect this.

  3. What will recruiting be like in 2025? 

    Recruiting in 2025 will be 4-5 generations working together and integrating those different styles into the workplace. There are already more women in the workplace by then we will see progress in tech companies and Boards.

Nicole Peguero, Recruiting Consultant (SBCo team member since 2014):

  1. Greatest takeaway/lesson/aha moment of 2015 for you/SBCo?

Recruiting processes are still a two way street with the edge towards the employee or worker. Not everyone wants to be an employee today. The importance of reputation and brand is alive and well as future talent is faced with significantly more opportunities than a year ago. It is a competitive talent driven market for sure.

  1. What do you think will be the biggest trend in recruiting in 2016?

Retaining the talent you have invested in will be the number one challenge for multi- dimensional generations at work.

  1. What will recruiting be like in 2025?

The majority of workers will shift to mostly millennials. Employers will need to play close attention to what this demographic desires. They look at work, life, career through different lens. Purpose driven, collaborative culture and flexible work arrangements will rule.  What will your company do to remain talent competitive in 2025 and beyond?

Corey Protzman, Marketing, Learning Events, Sourcing Coordinator (SBCo team member since 2013):

  1. Greatest takeaway/lesson/aha moment of 2015 for you/SBCo?

HR is at a pivotal point in its life cycle. As the economy continues to recover and new organizations sprout up across the world, the demand on “human capital” leaders is in constant flux. There is no longer a cookie cutter approach to HR/recruiting.

  1. What do you think will be the biggest trend in recruiting in 2016?

Personalized messaging for active, passive, and future candidates. No one is/will be
biting on the generic job description anymore because of the downpour of information individual’s process daily. It will not be about adding to the downpour, but standing out from it.

  1. What will recruiting be like in 2025?

Recruiting won’t be just an HR initiative in 2025. Every person in an organization will be a brand/job ambassador and candidates will be motivated to make a change by individuals empowering a company not generic, umbrella company- wide messaging. The best talent ambassadors will understand personalization and networks

Our Final Thoughts...

Do you recall the first few moments of 2015? If that is tough, how about going back to 2000?   The journey has been exciting, unpredictable, and tragic at times, but filled with change on every front in the human capital arena. Our focus shifted from retention to engagement; from big data to brain science and from innovation to de-constructing work.

As we look ahead to 2025 our journey will demand navigating beyond a world of employment. John Boudreau boldly states that the non-employment work arrangement will leverage us into project based, crowd sourcing, and free lancing like never before. One of our clients recently said, “future workers will just say no to traditional modes of work” and we need to be ready for that now.

What will the rites of passage be that young workers and enlightened business leaders take as they adapt to the shifting needs and opportunities of the future? There will be new stories and perspectives that reframe how we work, where we work, and coordinate across the globe.

As we reach the end of the year, we plan to take a moment to reflect on the lessons learned, the challenges ahead and greet the New Year with hope, resilience and a search for good. We wish you the same and more.

 

July 17, 2015 - No Comments!

How CEO’s of middle market companies can hire exceptional candidates for their business.

Our very own CEO & Founder, Sherry Benjamins, sat down with Critical Mass Radio Show to discuss how CEO's and Executive can find and hire great talent. The talent market is better than it has been in many years, but it is also more unpredictable than ever before. This landscape forces top leaders find, retain, and grow exceptional talent.

Tune into to listen to Sherry here

 

 

January 17, 2015 - No Comments!

What is being done to close a Skills Gap?

The Wall Street Journal article today (Saturday, January 17th) starts by saying four in ten U.S. college students graduate without skills in "complex reasoning, communication and problem solving."   There is some progress for sure, but the author points out there are big gaps to address.  The conversation about this is not new and it is easy to overlook those that are tackling this head on.

I have just joined the Advisory Board of the California State University Fullerton (CSUF) Center for Leadership.  I am impressed with the creative approach that Dr. Jay Barbuto and his team of impressive "leadership scholars - the students" are taking to enrich Business student educational experiences and build these critical skills.  There are 22 of  us on this growing Advisory Board and we come from consulting as well as premier and respected Orange County corporations.  We discussed ways to support the students and offer development in corporate settings too.

Training and leadership development is a big investment for many of the Board member companies for they see the shift from hiring on the outside to developing on the inside.  Communication, influence and problem solving skills areas remain a priority.  Partnering with the Universities accelerates this development initiative and you see first hand the skills of undergraduate and senior business students.  I was impressed for sure with the CSUF students attending our meeting.  At lunch I was able to talk more in depth with a few students and here is what I experienced;

- commitment to their program

- enthusiasm for learning and eagerly seeking exposure to companies, interning and shadowing

- polish and great communication skills

- smiles and positive presence which was refreshing

So, according to this WSJ article, many business owners might not be seeing these attributes in recent college graduate interviews but maybe they have not met the students from the Mihaylo College of Business and Economics at CSUF.

We are all eager to see an increase in the availability of top talent from the Universities and from the experienced labor pool.  Our clients are starting to consider selecting on potential vs. performance and we have a long way to go, however, this leadership center and their work with students in Orange County moves us much closer to that goal.  Thank you Jay!

December 10, 2014 - No Comments!

SBCo December Newsletter: Are you closing the Great Divide in HR?

For our final newsletter of 2014, we decided to highlight what we believe is the next phase of the data revolution. Imagine if you had insights when you needed them? Do you have a 2015 game plan for what the best future might be 12 months from now?

Gene Tange is a long-time friend and colleague of S. Benjamins & Company. He is CEO of PearlHPS Inc., which is a cloud-enabled predictive analytics company. As their website states, “In 2009, we discovered the missing analytics link, Execution Analytics®, that provides true predictive insights to achieve future high-performance financial and operational outcomes.“

We sat down with Gene to further understand his work in this evolving big data space and what he means when referring to the Great Divide in HR. As he shared with us, a recent Gartner report states that, “Seventy percent of high-performing companies will manage their business processes using real-time predictive analytics or extreme collaboration by 2016.”

Sherry Benjamins: What is the Great Divide?

Gene Tange: The easiest way to explain the great divide is through a visual (See below). At the base level, the Great Divide is caused by an evolving business model that includes team driven business initiatives, while HR remains aligned with the old business model of individual performance. The new models are a factor of the complexity of the market, vast improvements in technology, and an increased demand for speed for results. The HR Levers (Talent Acquisition, Performance Management, etc.) have not yet evolved with this new business model which is causing a misalignment.

HR Divide

SB: HR leaders would say, “I am working on raising the performance of our teams.”

GT: I think it is important to understand the term “team” when applied to business. I am not talking about this idea of “team-ness” which acts as the glue that makes everything work better. There has been a migration to a collaborative model which is in part due to a demographic shift. As millennials enter the workforce they are looking for more collaboration and also it is linked to improving creativity.

We have found through our research that there are 20 variables of a team. We look at three main variables; team leadership capability, team continuity, (especially within cross functional teams that don’t own their resource person), and the goal load of a team.

SB: Ok, let’s get to the burning question: How do we begin to close the Great Divide?

GT: First we have to understand the variables of a team. We can do this through predictive execution analytics, which you can learn more about here This work starts with gathering data and insights on team leadership capability, continuity and goal load. We are the first organization tying algorithms to variables to measure team. There has been this long standing stigma that individuals can impact an entire organization, but the reality is times have changed, the research shows that it is about teams.

You talk to experts like John Boudreau and they are especially excited about this because it hasn’t been explored in this way before.

SB: Yes! In fact, Boudreau was speaking about this when I saw him in Orange County recently. He and Ian Ziskin are working on the future model of HR and re-mastering of the role by looking at data that matters most to the line leaders. It will help connect the dots between desired business outcomes and people initiatives – only the ones that directly support the business outcomes.

SB: What has to happen in HR for this to work?

GT: First and foremost, we have to recognize that as much as we believe we have done great work, we’re in a dynamic workplace. In other words, what has HR done to advance their practices? Leadership is expecting dynamic change from HR that parallels the transformation in other areas of the organization. We have seen this in changing customer models, financial forecasts and now it’s time for HR.

SB: Most would agree that HR has been saying they will change for some time…

GT: We have seen some industry leaders say, “I’m tired of HR; I’ll just bring in marketing/finance/operations people to lead this function”. It is my belief they are reacting to a problem, not finding a solution. The solution is really to re-evaluate processes to understand the needs of the business. If HR reverts back to its departments focused on Talent, or Rewards or Development, than solutions are less likely to solve for the mission critical outcome in the business.

SB: It seems like this kind of work could also be useful during acquisitions?

GT: Definitely. I have done over 50 acquisitions and the reality is 70% of deals will fail to achieve first year financials. In 2013, publicly traded acquisitions accounted for almost $2 trillion in deal value. However, only 30% will achieved first year financial targets. On top of that, 70% of all strategic initiatives fail due to lack of planning and thus poor execution. The million dollar question is always, “How do you know acquired teams and current resources will work?” We can know that with predictive analytics.

SB: What has been the most surprising thing you have learned with this research?

GT: That’s a great question. As a former CHRO of an organization with 50,000 employees I didn’t realize that 40-50% of the programs I had developed/implemented/advocated for were misaligned.

Also, I think there has been this idea that CEO’s are the answer to success. After 12,000 hours of research and counting, I’ve found that CEO’s are critical to the vision and architecture of the organization, but that is the extent of their impact on business outcomes. The teams below them are the really impact drivers.

Gene Corp Photo 035

SB: Thank you Gene, for taking us into the discussion of predictive analytics. We decided to highlight this topic when learning that more than 90% of HR leaders plan to significantly increase their investment in HR analytics by 2016 according to The Conference Board. Best practice firms report that analytics helps them achieve better outcomes with their talent. This is something we will hear more about as HR continues to speak the language of business.

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Thank you for a Great 2014!

Thank you all for your amazing support, valued friendships and curious minds this past year. We know you have lots of choices in reading online newsletters and utilizing search services. Corey and I enjoyed the chance to interview our colleagues and share their chapters on change, challenge and learning. We appreciated the great feedback and encouragement that we peak your interest to read on.

On our business front, our SBCo team thanks you for being our search partner. We value all of our relationships and appreciate that you enjoy our hybrid retained model with weekly deliverables. Our clients this year have been the most diverse set of companies that I can recall in a long time. We loved it all! We learned about oil and gas, sports motorcycles, a growing entertainment and gift business, our rocket science friends in Pasadena, and several health care companies that are truly transforming patient care.

We are excited about the New Year and expanding our work to support you in several areas. Let me share where we are focusing in the changing landscape which you can read more about here