Hiring Tip #15: What are the selling points for each job?

http://hamptonexecutivesearch.com  Selling Points

Do you know the selling points for the job you need to fill?  For the company as a whole?

Why should an excellent candidate join your company in that job? If you can’t answer this, why should they do that for you?

Can you answer in a few well-crafted sentences?

HR and Hiring Managers , ,

What do you prefer in a resume?

I’ve been discussing resume formats with some other career coaches. And I have some questions:

  • What do you prefer in a resume?
  • Is a 2 page resume no longer in vogue for senior executives?
  • Are PAR (Problem, Action, Result) statements dated?  Do you prefer not to see them in a resume?
  • Do you like “general” resumes from potential senior executives?  Or do you prefer specifics about how they can solve your problem(s)?
  • Should “social proof” or recommendations appear in a resume?
  • Do you want an “objective”?

What are some of your preferences?  


HR and Hiring Managers

Hiring Tip #14: Only 10-20 percent of jobs

www.hamptonexecutivesearch.com  20 percentIs 20 percent a good ROI for the cost of those huge job boards? And for every 1 potential real candidate you will get 99 “looky Lous”.


HR and Hiring Managers, sites and other tools , , ,

Hiring Tip #13: Advertise the opening where the best people are

Slide13Different jobs and functions have different places where job seekers go to look for jobs.  Go where the people are. You might try LabRoots for scientists and Craigslist for executive assistants.  LES.org for business development people and RAPS for regulatory.  Do you have a list of posting sites by department or function?

HR and Hiring Managers, sites and other tools , ,

Hiring Tip#12: Get the team’s input on the job description

http://www.hamptonexecutivesearch.com - get input on your job posting


Be sure that the other team members have had some input into the job description – there may be specific keywords that are needed. The team lingo is important to attract the right person.

HR and Hiring Managers

Hiring Tip #11: A list is not a job description

Your to-do list is not a job posting - http://hamptonexecutivesearch.com


Is your job description not bringing you the candidates you need?

Is it just a generic to-do list for that group?  Why should anyone want the job?

Hiring Tips ,

Hiring Tip #10: A job posting is an advertisement



How can you write your job posting in a way that will appeal most to the best candidates?  How can you write about your organization, environment and manager that attracts the right people?  Remember that the best will be working currently and will not be anxiously checking the job postings/want ads.  Where do you expect them to see these?  Will you be mailing them directly to the people you want?  Or pasting it on a billboard along Route 101?

What ads do you pay attention to?  Does your job posting meet the same standards? Or do you “turn off” the ads and hunt for what you want online?  But what if your ideal candidates are not hunting?  Do you look for a new book on Amazon when you are a third of the way through a page-turner?  Of course not.  You have to be aware of what will interest the candidates, not simply what you need.  

HR and Hiring Managers , ,

Hiring Tip #9: Job descriptions can’t be boiler plate


A job descriptions that you post or make public are advertisements.  You wouldn’t use some other company’s ad for your product, why use them for your job descriptions for your people?

hiring, HR and Hiring Managers, recruiting

Hiring Tip #8: Do you have a checklist?



Consistency is important for many reasons and a checklist will help you make sure that you don’t skip steps.

Hiring Tips, HR and Hiring Managers ,

A Critical Position Should Not Remain Open Over 90 Days


Doug Beabout

Guest Post by Doug Beabout

The Dow is creeping up to record highs. Consumer confidence is better. The “Fed” is grumbling about inflation. Clients are hiring again. Okay, why then do so many recruiters complain about how tough things are today, particularly where recruiting candidates is concerned?

Recruiters have never faced conditions such as we face today. Clients seek multi-dimensional candidates to fill roles that where created during those downsizing periods. There are many causes for the new scenario. Several roles in a given organization where compressed into one paycheck. They could pull this off because those who survived the reductions and right-sizing campaigns of the late nineties and early 2000’s were happy to work harder to stay employed. Companies exploited this mindset, with “economic justifications”. From early 2001 until early 2008 this climate of position compression in terms of responsibilities persisted as companies “hunkered down” and awaited the now present recovery. As history has proven in the past, many companies saw this willingness to put 10 pounds into a 5-pound bag as away to continue managing human resources after the recovery began. I suspect that this will abate as our economic recovery creates increased CEO confidence, a shift in perspective towards growth and new position creation. Until that time arrives, we are faced with the challenge of finding these people who possess the multi-faceted skills and experience sought by our clients.

During that lull in hiring since 2008 our industry suffered a massive exodus of recruiters. Opinions vary but I estimate that more than half of the practitioners fell prey to the rougher conditions of those years. Many of the casualties were those who embraced the purported fast track to riches based in the exploitation of technology tools to seine in the candidates, job orders and data from the various watering holes across the internet. Job boards, monstrous candidate sites and a myriad of derivations of the same were hailed as the beacon to talent by vendors of the associated technology tools sold as the holy grail of candidate sourcing.

What followed the onset of the recession sealed the fate of these transactional recruiters. The vendors of these candidate sourcing solutions turned towards its surviving market, the HR departments of many firms. While little hiring activity prevailed, the mantra of these vendors was illustrated by the “new wisdom”. This philosophy sold was that once the recession concluded every company who is prepared and well positioned at the gate would be winning the race for talent to come in the recovery to come. Several confederates of our profession jumped on the bandwagon selling the notion that “poaching” potential employees and stuffing a database was paramount to being well positioned.

The complex skills of these candidates in great demand today are generally in the hands of the folks who were survivors of the late nineties’ and early 2000’s cutbacks and reductions of the professional force. Simply put, they are employed. They are working in competitors. They are well aware of their marketability today and quite responsive to the well-crafted call of the skilled and trained recruiter. This is not a new reality. It has always been the case that the best people typically work smart, work hard and do great things while keeping one ear open to the call of opportunity.

The candidate pool is no doubt a shallow one and perhaps as shallow as this recruiter has ever seen. One constant has held up through the last thirty years in my observation; clients have yet to master to essential and elusive skills. These are recruiting and closing; recruiting in the surgical manner practiced by the best recruiters, and closing with the unique advantages inherent in the close and mutually respected relationship we have with these thoroughbred candidates. There is no “Omega Code” secretly held by a few innovative vendors of new tools that leads to success in recruiting. Success will come to those who seek out and master the techniques, tactics, criteria and value that the high-end service recruiter has always provided to the deserving client.

Technology and the internet are, and will always offer tremendous paths to information and research. When wisely exploited it brings even greater competitive advantage and service potential to us. While clients seek these predatory game fish, we represent the truly competitive pathway to talent and success for our clients.
Best regards,

Doug Beabout CPC CSP
Principal Partner, The Howard Sutton Group
President, The Douglas Howard Group
850.424.6933 OR 850.398.1688

HR and Hiring Managers