Innovative Employment Strategies

New Century Dynamics announces Outplacement Services

2012-01-18T05:12:00.001-08:00

In order to better serve your needs, New Century Dynamics is pleased to announce today that we have added outplacement services to our portfolio.

While we have helped exiting employees in limited ways in the past, ongoing economic uncertainties have convinced us to offer more extensive, personalized services that are sorely needed by those who must search for new work in today’s highly competitive marketplace.

We are now prepared to offer a full range of outplacement programs tailored to the current economy, with price points to fit every budget. Whether you have a single C-level executive who needs one-on-one personalized support over a period of months or a significant volume of lower level candidates who require streamlined group sessions, we are prepared to meet your needs.

Through a partnership with Executive Impact, a leading career marketing firm, your people can be supported nationally with unique strategies that have been demonstrated to be effective in today’s job market. Richard Kirby, Principal at Executive Impact, will oversee these programs and personally support all key executives you designate.

Additional information can be found at www.outplacementanswers.com and a brief bio of Mr. Kirby can be found at the end of this message.

Please email or call me today with any needs you would like to discuss. We look forward to serving your needs soon!

Best regards,
James E. Weber, Principal
New Century Dynamics
770-649-7051

Richard Kirby brief bio:
After earning a B.S. in electrical engineering and achieving certification as a Registered Professional Engineer, Richard began a unique self-directed career journey in which he chose to move from engineering to human resources to marketing and to sales. Since 2002, he has been a full time career consultant (coach) to C-level leaders and other professionals seeking new career opportunities.
Richard's expertise includes career assessments, goals definition, self-marketing strategies, interpersonal communications, business networking, strategic interviewing, and compensation negotiations. Richard is a member of the Georgia Career Development Association, the Society for Human Resource Management, and the Institute of Management Consultants. For more information, see www.outplacementanswers.com.

New Century Dynamics is pleased to announce the completion of a CMO search

2011-11-15T16:12:00.000-08:00

New Century Dynamics is pleased to announce the completion of a Chief Marketing Officer search for an Atlanta-based Quick Service Chain.

During the course of this search we vetted a number of highly qualified candidates that may be of interest to you as your needs may require.

A New Perspective for 2012

2011-11-14T16:03:00.001-08:00

As we begin the New Year, it makes sense to reflect on 2011 and then focus our expectations for 2012. I hardly think that I am in a position to offer a meaningful forecast for 2012; however, I may have a useful perspective. Especially as to how it may relate to your career.
Today is November 1, 2011 and I cannot predict the next 60 days, but I think it is safe to say that 2011 has been a turbulent year. Here are some notable events that have shaped this year.
• The U.S. economy has been stagnant with unemployment stuck at 9.0%
• We have seen riots in Greece, a result of their bankrupt Government.
• The Arab Spring saw the fall of Regimes in Egypt and Tunisia.
• Osama Bin Laden met Seal Team Six.
• Muammar Qaddafi met a similar fate at the hands of his own people.
• The State of Wisconsin successfully took on the State Teachers Union and recall efforts fizzled as the benefits proved worthwhile.
• In Ohio, broader reforms failed.
• The European Union is on the verge of collapse.
• The Obama Administration is reeling from failures in the BATF Fast and Furious Program, and the Solyndra Loan Guarantee.

How do we make sense of all of these events and what does it mean to us and all of our careers? It may be easy for someone to think that the world is coming un-glued. Maybe it is, but probably not. I am of the opinion that what we are witnessing is governmental restructuring on a world-wide scale. The global recession and resulting shortfall in tax revenues has stressed the Socialist Democracies of Europe to the breaking point. Dictatorships are falling in North Africa and possibly the Middle East. In the U.S. we have felt some of the pain as well, mitigated by the fact that the public sector makes up a smaller share of our GDP.
In my view, government is a lagging indicator that is not immune to shifts in the economy. In the past thirty years we have witnessed a tremendous shift from an industrial economy based on manufacturing to a knowledge-based, service economy based on high-technology. That point is reflected in the declining number of private sector unionized workers, now in the 6 to 7% range. We have witnessed major corporations forced to restructure under Chapter 11 of the Bankruptcy Code, or merged with stronger competitors. Integrated steel mills have given way to specialty steel companies reprocessing scrap iron. The old employer-employee compact including generous benefits, lifetime employment, and excellent pension programs is history. The private economy has changed dramatically, restructuring in plain sight.
So, the question for all of us is: “what does this mean to me and my career?” Like most fundamental questions, the answer is: “it depends.” If you are currently employed and younger than 40, I recommend that you consider the following”
• Don’t depend on anyone, other than yourself to manage your career development.
• Change your mind set to that of a Free Agent.
• Look for ways to add value to your employer and become more indispensable.
• Know your strengths, weaknesses, skills, and development needs.
• Continually expand your network.
• Develop an exit strategy to help survive a lay-off.
If you are unemployed and/or over 40, you should consider the additional steps.
• Learn to reinvent yourself in a marketable way.
• Be an out-sourced provider to companies loath to add employees.
• Open your mind to new possibilities.
• Restructure your life to adjust to the new normal.
I have personal experience that has led me to these views, including an expanding network of professionals who experienced their own professional renewal. It is a growing trend that may well result in a new Golden Age of Free Market Capitalism.

Ethics in Recruiting and Selection

2011-08-14T09:52:00.000-07:00

Last month, one of my candidates bailed out of a job offer after successfully negotiating the terms of employment. I suspect that he was using my client’s offer as a bargaining chip with another employer. Not an example of good-faith negotiations and a minor financial cost to me.

That same week, a golfing buddy asked for my advice about the propriety of the Informational Interview as a viable job-search strategy. I told him that whereas many savvy professionals had become jaded toward this tactic, it is acceptable so long as the request for such a meeting is made with full disclosure.

Not long after this discussion, a strategic partner told me of a mutual friend who was looking for a speaker to talk to his organization about Ethics in the Job Search process. At this point I decided that someone was trying to tell me something, especially since my next article was due for the USF Alumni Magazine. In fact, this subject is a good follow-on to my last article, “Working with an Executive Recruiter.” The advice in that article was about building relationships of trust, based on honesty and truthfulness.

In the past 30 years, the employer-employee compact has changed. Job security is a thing of the past. Employees are now Free Agents. Have standards of ethics kept the pace of that change? I am not so sure. I have heard it said that cut-throat competition has led many to believe that ethics is passé or naïve. That may or may not be true, but I do think it is safe to say that role models of ethical behavior seem to be in short supply. We all know of leaders, from government, industry, sports, and even the clergy, who have had ethical lapses. I have long held the opinion that the average person can distinguish between ethical and unethical behavior when confronted with same, at least intuitively. But, how do you decide the proper behavior when confronted with a situation beyond your experience?

My dictionary defines ethics as “conforming to the standards of conduct of a given profession or group.” Another definition which appears frequently in the literature defines ethics as “principles or standards to guide actions based on established corporate values.” In other words, ethics is an established set of rules, a paradigm.

How do ethics apply to job search? My last article spoke to the expectations of the job seeker by the potential employer and the recruiter working on their behalf. Now, let’s address expectations of the job seeker from a prospective employer. After all, isn’t it better to work for a company that is highly ethical, which values integrity? How do you know if you are talking to an ethical employer? Here are a few questions you should resolve.
• Is there a formal code of ethics? Is that code reinforced by training and a part of the employee evaluation process?
• Is training and development around ethical decision-making provided?
• Are there formal systems to report unethical behavior in a non-threatening way?
• Is misconduct addressed in a timely manner?
• Is integrity emphasized to new employees as a part of the cultural overview?
• How are senior managers perceived by employees?

I have found that the more ethical companies are better about informing the job seeker as to their selection process and maintain communication throughout that process.

Over lunch this past week, I asked a friend, a consultant and professional trainer, how she would define ethical behavior. After a brief pause she answered with one word; “accountability.” What a great answer! If we were to be held accountable for our all of commitments and our actions I would think that ethical behavior would prevail. Expect ethical behavior of prospective employers and you will likely be happier in your career.

Working with Executive Recruiters: Build a relationship.

2011-05-30T06:12:00.001-07:00

Business is picking up and people are going back to work, especially College Graduates. The improving employment outlook will increase the likelihood that you will be contacted by a third party recruiter. Some tips to help make that experience effective and help you look like a pro are in order.
Working with most recruiters is a rather straightforward business proposition. Remember, their job is to serve their client, the hiring company. The recruiter is expected to manage the search process, making their client's job easier and more effective. That means doing all the detail work to validate you as a viable candidate. It is important to understand and appreciate the relationship the recruiter has developed with their client. The goodwill generated by serving the client is a precious asset to the recruiter which they will fight to protect. Be mindful that you are representing the recruiter when you interview with their client. If you present yourself well, you will gain an ally who will help your career.
When contacted by a recruiter, you will be provided with a general description of the position, compensation and location. The name of the company is generally not divulged in the first discussion; their confidentiality is maintained as closely as yours at this stage. You should learn about the recruiter as well as the nature of their relationship with the client. You will want to you understand their process and establish expectations. Check out their website and their references. The first point that you will want to learn is whether the recruiter has an exclusive assignment with the client, or if it is a non-exclusive contingency search. This information will speak to the strength of the recruiter-client relationship. You must do a little homework on your own to understand as much as you can about the recruiter to validate your decision to work with this person.
If mutual interest is established, arrangements will be made for more detailed discussions. This may take place in person, though often it conducted over the telephone. If mutual interest continues, the next step is a personal meeting, after which your credentials will be presented to the client for their review. The recruiter will maintain contact with you throughout the process, even after you are hired. They will answer your questions, schedule meetings and expedite all phases of the process. You will be kept fully informed of the client's impressions and intentions.
Here are some tips to help you build a relationship with a third-party recruiter
• Never shade the truth. Misstating or exaggerating titles, spans, education, salary, etc. will be discovered and may disqualify you.
• Full disclosure is vital. Errors of omission are potentially as damaging as distorting the truth about information you provide.
• Let the recruiter know if you are not interested or if you have any concerns about the job.
• Respond to the recruiter in a timely manner and provide complete feedback as required.
• Be a resource to the recruiter, offering candidate referrals when requested.
• Do not offer up candidates to your potential employer for other opportunities they may be trying to fill. This will be viewed as an infringement on the recruiter-client relationship making you persona non grata.
• If the process does not go well for you, do not try to circumvent the recruiter.
• Alert your references to expect the recruiter's call.
• Do keep in touch. LinkedIn is a powerful tool to employ.
Remember, working with a recruiter is not just about the job opportunity she is presenting you today. It is about building a professional relationship that will help you achieve your long-range career goals. Build on that relationship and make it work for you.

2011-03-14T07:57:00.000-07:00

New Century Dynamics is pleased to announce the completion of a confidential search assignment; CFO for a Chicago-based Casual Dining Chain.

During the course of this search we vetted a number of highly qualified candidates that may be of interest to you as your needs may require.

Other Search Assignments in process:
• CFO Fine Dining West Coast
• Area Directors of Ops, SE-based Casual Dining
• Employment Attorney/Director of HR, SE based QSR
• HR Generalist/Management Recruiter, SE-based Casual Dining

For more information and for your referrals contact me at:

James E. Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
800-846-9729; 770-649-7051
800-953-9729; fax & voice mail
James.Weber@NewCenturyDynamics.com
www.NewCenturyDynamics.net

Help me, help you!

2011-02-20T05:49:00.000-08:00

It had to happen eventually. My Editor asked for the obligatory Time Management and "improving your productivity" article. Now, don't misunderstand, I believe that improving one's productivity, especially if you are in Job-Search mode, is very important, no question. My hesitation with this topic is that it is difficult to find new and useful tips that will be interesting to the reader. Then it came to me. Let's approach the issue from a different perspective. Think of becoming more productive and professional by helping others maintain their productivity. Too often we don't give enough thought to the needs of other people; especially the value of their time.
Early in my career I had the opportunity to help jump-start the career of a Real Estate Agent. This Agent had helped me buy my home. He did a good job for me so I felt confident about sending him referrals. My employer was building a new executive team, all of whom were relocating into this city, so this realtor quickly became the go-to guy for these folks, closing some big deals. His business took off.
As I got to know this agent better and learned about his business, he relayed one fundamental truth to me. He told me, "Jim, all I have is my time." I understood his point immediately. Time is a precious commodity that should not be wasted. The flip side of the message is "I cannot afford to waste my time, and I don't appreciate other people wasting my time either." I can certainly appreciate his sentiment now that I have my own business. If you are in a commission-only profession, you had better understand how to use your time wisely, otherwise you will go hungry. If you grasp this corollary to time management you will be viewed as a savvy professional worthy of my networking efforts.
Believe me when I tell you that most of your networking contacts want to help you. Your job is to help them help you, by making the networking contact smooth and effective. When I am in networking mode there are three things that I ask; make it easy for me to know what you want; make it easy for me to introduce you to my network; and make it easy for me to contact you. If you can accomplish these three demands, you will be viewed as a true professional, generate a lot of referrals and shorten your job search.
Quick Tips:
Make it easy for me to know how to help you:
• Be crystal-clear as to what you are trying to accomplish and how I can be most helpful. Don’t make me guess at what might be a good connection or a viable opportunity for you.
• Your elevator speech must be compelling, so I will remember you.
• Do your homework. Be prepared for our conversation.
Make it easy for me to introduce you to my network:
• Give me a handful of your business cards.
• Connect with me on LinkedIn.
• Send me updates on your progress and what you are trying to accomplish.

Make it easy for me to contact you:
• Your email correspondence must include a complete signature section with all of your contact information. I rely heavily on my IPhone so having the ability to tap your phone number, email address, or website is a critical time saving function.
• Understand your networking contact’s preferred method of communication and comply.
Sallie, a good friend summarized the issue perfectly when she said: "A calendar placeholder, for any type of meeting, should give pause to make sure there is value for all parties involved. If the allotted time was viewed as "billable" would everyone be able to collect on that invoice? If my business development doesn't yield an ROI, then I'm at a loss."
Professionals want to work and network with other professionals. Demonstrating respect for the value of other people’s time will clearly position you as a professional worthy of my time.

Area Director of Operations Position Specs

2011-01-27T10:59:00.000-08:00

POSITION OVERVIEW

The Area Director position is responsible for the oversight of restaurant and catering operations, human resources management and development, financial goals achievement, company policy and standards compliance, and facility maintenance.

ESSENTIAL FUNCTIONS

r Restaurant Operations

§ Ensures a Guest-focused and sales driven approach to operations

§ Demonstrates a thorough knowledge of all company policies, standards and procedures and enforces them at all times

§ Provides continual formal and informal feedback to the Operating Partners by celebrating successes and improving sub-standard performance

§ Is fully knowledgeable of and ensures food quality and plate presentation standards

§ Understands and upholds the companies 4P’s culture

§ Ensures Guest complaints are handled by the Operating Partners on the day the complaint is received; personally handles manager complaints

r Catering Operations

§ Oversees catering operations standards and supervises the Catering Sales Managers in the region

§ Conducts bi-monthly conference calls with the Operating Partner and Catering Sales Manager to discuss sales, upcoming events and strategic sales plans

r Human Resource Management

§ Guarantees fair and consistent treatment of all team members

§ Maintains proper management staffing levels. Actively participates in the interview and job preview processes

§ Completes semi-annual reviews and development plans for the Operating Partners and oversees the process for Assistant Managers

r Restaurant Financials

§ Ensures maximum profitability by achieving budgeted sales and controlling all operating expenses including cost of sales, labor and controllable expenses

§ Conducts weekly Monday conference calls with each Operating Partner to discuss restaurant financials and operations in general; requires weekly action plans

§ Ensures management teams are using Decision Logic and Hot schedules accurately, consistently and to their full extent

§ Promotes the business through the execution of a comprehensive marketing plan and ensures each restaurant is utilizing a designated Local Restaurant Marketing person

r Facility Maintenance

§ Completes the Operations Review in each restaurant once each quarter; requires Operating partners to submit a Operations Review each period

§ Oversees all repair and maintenance issues and approves any expenditure over $500

§ Follows up on all health inspections and requires an action plan to correct deficiencies

§ Complies with all applicable regulatory agencies

CANDIDATE PROFILE

The ideal candidate possesses:

A Bachelors Degree in a Business related discipline or 5 years of multi-unit restaurant management experience in casual dining
Personal characteristics that include strong team leadership skills, a high energy level, self-motivated, outstanding organizational and documentation skills, superior written and verbal communication capabilities, results driven and a passion for the service industry
A desire to grow and develop as an integral member of the organization’s management team

QUALIFICATIONS

To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Education/Experience:

Bachelor's degree in Business or related discipline from a four-year college or university and/or a minimum of 5 years of applicable experience. Demonstrated skill in restaurant operations, P&L management, human resources management, problem solving and project management competency.

Language Ability:

Ability to communicate expectations to managers and employees, conduct meetings; respond to complaints from Guests, regulatory agencies, or members of the business community. Ability to effectively present information.

Math Ability:

Ability to apply concepts such as fractions, percentages, ratios, and proportions to practical situations.

Reasoning Ability:

Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.

Computer Skills:

To perform this job successfully, an individual needs to be computer literate and be proficient with Excel, Word, PowerPoint and other restaurant related software.

Certificates and Licenses:

ServSafe certified

Supervisory Responsibilities:

Responsible for managing numerous Operating Partners, Managers and hourly employees

Work Environment:

The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

The noise level in the work environment is moderately high.

Physical Demands:

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

While performing the duties of this Job, the employee is regularly required to sit; talk; and/or hear. The employee is occasionally required to stand; walk; reach with hands and arms and stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include close vision, peripheral vision, depth perception and ability to adjust focus.

Position Specs Human Resources Director; Employee Relations

2011-01-25T07:47:00.000-08:00

Position: EEO Specialist/Human Resources Director
Position Summary:
This position serves as the EEO Specialist to Company and has responsibility for overseeing the Human Resources generalist functions.
Duties and Responsibilities
• Serves as the EEO Specialist. Investigates and responds to inquiries and/or charges by EEOC and other governmental agencies. Represents the Company at hearings.
• Responsible for employee relations. Serves as contact for and provides guidance and counsel on wide range of employee issues. Develops strategies to control and minimize legal exposure.
• Effectively communicates and updates senior management on all employment related matters including development and recommendation of policies and practices.
• Develops and conducts on-site training for managers to promote understanding and compliance with employment laws.
• Formulates and administers human resource policies, programs and practices, including planning, organizing, developing, implementing, coordinating and directing.
• Develops, revises and administers Human Resource policies, documents and handbooks in compliance with state and federal employment laws.
• Prepares, recommends and maintains records and procedures for controlling personnel transactions and reporting personnel data.
• Obtains bids and negotiates pricing for company benefit programs, directs benefits administration, performs open enrollment and benefits meetings, and processes applications.
• Prepares performance review forms, appraises performance, directs supervisory personnel on documentation of performance issues and improvement plans.
• Directly supervises employees and carries out supervisory responsibilities in accordance with the organization’s policies.
• Performs additional related duties as needed.
Knowledge and skills
Extensive knowledge of federal and state laws and regulations in areas of employment relations including Title VII and other civil rights and employment laws. General knowledge of the principles and practices of Human Resource administration; knowledge of sound techniques in all aspects of Human Resource management; knowledge of the organizations and operations of administrative programs; ability to develop long-term plans and programs and to evaluate work accomplishments; ability to apply and adapt practices and techniques to the special requirements of senior management; ability to establish and maintain effective relationships with other management staff, employees, and the general public; ability to present facts and recommendations effectively in oral and written form.
Position Requirements:
Minimum 6 year’s Human Resources experience required with preference for experience in QSR/Restaurant industry. PHR/SHRM certification a plus.
Extensive experience investigating and handling EEOC and other government charges.
A bachelor's degree in Human Resource Management, Business, Public Administration, Psychology, or related discipline.
JD with 2-3 years experience in employment litigation is required. A Master's degree in a human resources field is a plus.
Any equivalent combination of experience and training that provides the required knowledge, skills, and abilities.

VP Finance and Controller Specs

2011-01-11T07:21:00.000-08:00

Position Specification

Vice President & Controller

POSITION SUMMARY

The Controller will be responsible for managing the company’s accounting systems and procedures; and financial reporting requirements. The Controller will provide proactive management of financial performance of entire company and manage relationships with the financial community

RELATIONSHIPS

Reports to: Chief Executive Officer
Manages: The Accounting Department.
Other: All other members of the executive team

MAJOR RESPONSIBILITIES

• Ensure that all Department of Treasury, SEC and other Governmental required filings and reports are completed in a timely and accurate manner.
• Maintain highly effective credit and collections practices and working capital management.
• Develop, implement, and monitor management information systems that provide timely, accurate and useful data for the measurement and improvement of performance.
• Oversee all aspects of insurance and risk management, including broker relationship, loss control and claims reporting.
• Prepare financial projections, monitor operating performance and insure compliance with debt covenants.
• Assist the board and senior management in strategic planning for the brand.
• Ensure that periodic financial reports, such as Profit and Loss Statements, Balance Sheets, Sources and Uses of Cash Statements are prepared in an accurate and timely fashion.
• Ensure that the proper Financial\cash control systems are in place and maintained.
• Develop, implement, and monitor management information systems that provide timely, accurate and useful data for the measurement and improvement of performance.
• Directs preparation of budgets, reviews budget proposals, and prepares necessary supporting documentation and justification.
• Maintain the highest possible and consistent levels of customer service throughout the organization.
• Evaluate and employ labor saving and service improvement technologies such as POS and labor scheduling systems.
• Evaluate and employ food-cost control technologies such as POS and ‘Ideal Food Cost’ systems.

CANDIDATE SPECIFICATION

CONTROLLER

IDEAL EXPERIENCE
The successful candidate is a CPA with an MBA or equivalent and approximately 10 to 15 years of related experience in the service, retail, restaurant or hospitality industries. Full Service Restaurant Industry experience is very desirable. Familiarity with accounting for Subchapter S, and Limited Liability Corporations is required. Experience with a Public Company is a plus. A strong background in IT is very desirable. Experience in a multi-unit franchise or retail environment with 100 or more locations is desirable, as is the demonstrated ability to develop and lead major strategic initiatives. Experience achieving and maintaining high levels of customer service in a retail environment are required, as well as experience with operating control technologies such as POS and labor scheduling systems, including Aloha and Radiant Systems.

IDEAL PERSONAL PROFILE
We are seeking a results oriented individual with an entrepreneurial spirit who has proven leadership skills. The successful candidate will be a strategic thinker, a change agent, and a team player that can lead this organization to "best in class" status while maintaining high levels of morale and customer service. Exceptional skills in written and oral communications, problem-solving, and decision-making are required, as are the highest ethical standards of behavior.

This document is presented to you in confidence. All communication, whether written, oral or electronic should be addressed to:

James E. Weber, President
New Century Dynamics Executive Search
9370 Stoney Ridge Ln.
Johns Creek, GA 30022

Tel. 770-649-7051; Fax 770-649-7051; e-mail; jimweber@newcenturydynamics.com

Announcing a New Search Assignment

2011-01-10T18:59:00.000-08:00

I am beginning a search for a VP Finance and Controller for a mid-western based full service restaurant chain. Details to follow.

Build Flexibility into Your Plans

2010-11-22T05:20:00.001-08:00

I have always subscribed to the belief that experience is the best teacher. In fact, many of the most important lessons I have learned have been from my real-world experiences. When I started my business in 1999, I got a crash course in entrepreneurship, learning a great sum in short order. The most important lesson I learned was the importance of building flexibility into my business model. I learned that ultimately, market forces will guide us to a place where our talents and skills are in demand. The challenge is to be able to listen to what the market is saying and to demonstrate the flexibility to satisfy the needs of the market. It was a lesson that I learned the hard way and none too soon. Recently, this dynamic played itself out with a new client. More about that shortly, but first a little background.
After graduating from college, I went to work for a Billion Dollar Conglomerate, first as a financial analyst, then later I moved into strategic planning for the retail group. My job was to help the division presidents craft their business plans, and then help my boss, the group president, monitor their progress against key metrics. Part of my responsibility was evaluating capital project requests submitted by those divisions. In that role, I watched division executives build their businesses by working their plans as drafted, and also by responding to opportunities that presented themselves along the way. At first, many of these opportunities did not seem to fit their business models, which raised serious questions for me. But, upon closer scrutiny, when evaluated in context with the capabilities of the division and the over-arching mission for the brand, they made perfect sense and resulted in new growth. With this in mind, I began to work with the division presidents to draft plans that addressed opportunistic investments. In other words, I learned to be aware of signals the market is sending to serve unmet needs.
When I began my executive search business, I partnered with an established retained search firm. As you may know, retained search firms get an upfront fee to begin the search, one-third of the fee after candidate presentation, and the final fee when the assignment is complete. Contingency search firms only get paid if their candidate is hired. I turned down a lot of contingency assignments to stay true to my business model. That was a big mistake. If I had paid attention to what the market was trying to tell me, I would have taken many of those contingency assignments. Had I done so, I would have developed more clients sooner and had a much better cash flow. Eventually I did catch on and my business thrived. That is how I learned to listen to the market and be flexible. Recently, that lesson played out again for me.
Last year, a long-time CEO friend contacted me to say that he was moving his company to Atlanta and needed my help. He is not well connected in the area so he reached out to me. In order to build on our relationship, I connected him with people who I knew could be helpful: attorneys, commercial leasing professionals, accountants and others. Ultimately this is what I do, connect people.
Last fall, my friend and I got together for lunch to catch up on his progress. Almost immediately, he told me that his CFO was looking for a director of human resources but he was not making progress. They had discussed using a recruiter and planned to call me the following week to initiate the search. It was welcomed news, but not really a surprise. I knew it was just a matter of time before their staffing needs would require my services. The following week, my CEO friend, his CFO and I met for another lunch to close the deal. In the process they told me of an internal candidate who they thought could do the job. This guy is currently in a supervisory position in operations, managing six restaurants. They wanted to know how I would assess his capabilities among my other candidates and how that might affect my fee if they decided to offer him the job. This is really not an unusual question, so I took it in stride, explaining my process. When we left the restaurant, I had instructions to prepare the necessary documents to initiate the search. We had a deal.
After a few days, the CFO and I talked again. He told me that after further consideration they thought their internal candidate may be the best candidate for the job after all. They were not certain, however, and asked if I would be willing to evaluate him up front before considering other candidates. They offered to pay me a third of my fee for this evaluation, to be applied to my full search fee if they decided not to promote this candidate. At first, I was disappointed that I would not be conducting a search for my full fee. The more I thought about it, I came to realize that this was a win-win opportunity. It may not have been my usual model, but it was within my capabilities and did not require much of my time. I heard that familiar little voice telling me to heed the message from the market and go with the flow. That was indeed a good decision. I accepted the project and we scheduled a meeting with the internal candidate. In the interest of privacy, let’s call him David.
While preparing for our meeting, I poured over David’s resume. He had a lot of valuable operations experience with some very good companies, including prior experience working for my clients. Additionally, he had held director-level human resources positions before focusing on training and development. Clearly, David is not a human resources generalist, but operations is largely about managing human resources on the front lines, and he had worked in a human resources department. I was beginning to have a good feeling about this candidate. Fundamentally, there are three questions that must be answered in the affirmative before a client will hire one of my candidates. Can he do the job? Will he do the job? Is he a fit for the client’s culture? I knew that he would have the support of management so he could likely do the job. Based on his prior experience with the management and their consideration of him for this job, I was confident that fit was not an issue either. So, I was left with the question of “Will he do the job?” More importantly, I was curious as to why he wanted this job. That became my focus.
I found David to be very engaging, a people person. It was clear that he had a passion for the restaurant industry and the ambition to be a greater part of the decision-making process at a strategic level. I discovered that he was frustrated in his current career path and was looking for another alternative that would contribute to his growth and advancement. He viewed the director of human resources position as a viable alternative. That made sense to me. By moving in this direction he could fulfill his ambition to work closer to the strategic level while staying close to his passion. David was smart to build flexibility into his career and pursuing an option for continued growth and development. The market was telling him that his capabilities were needed in a different place. He got the message. You should too.

Announcing a New Search Assignment

2010-11-15T10:42:00.000-08:00

New Century Dynamics Executive Search is please to announce a new Retained Search assignment for a Vice President of Operations, reporting directly to the CEO

The ideal candidate is an “Operators, Operator” and exceptional Leader. We are seeking a results-oriented restaurant operations professional with an entrepreneurial spirit and a proven track record building restaurant sales. The successful candidate will be self-motivated, a team player with a “selling personality” that can immediately contribute to the team. Exceptional customer relations and decision-making skills, combined with the highest level of morale, are required. The candidate will have exceptional communication and problem solving skills and will meaningfully contribute to the overall operation of The Brand.

For more information please contact me directly. Your referrals are appreciated.

Jim Weber

Experts in the Confidential Search!
James E. Weber, President
770-649-7051
JimWeber@newcenturydynamics.com
www.newcenturydynamics.com

Blog: Innovative Employment Strategies

PRESS RELEASE: http://www.prweb.com/releases/2007/05/prweb526275.htm

FRANCHISING AS AN OPTION

2010-08-08T15:34:00.000-07:00

In the new normal, job seekers must think differently about their employment options, including self-employment, starting or buying a business, or buying a franchise, in addition to traditional job search. Recently I had a very interesting experience putting a former Chemical Industry CEO in contact with an intriguing Business to Business Franchise Concept. I thought it would have been a perfect fit. Unfortunately, it did not go well.
The breadth of options to invest in a franchise business concept is staggering; from Ice Cream Parlors, to Spas, Hotels, and Automobile Dealerships. The upfront investments can range accordingly from low five to high eight figures, depending on the nature of the business. Like buying a home, or any other business, it is a big transaction that most people don’t fully understand. Franchise acquisition is a process with a lot of steps, governed by Federal and State Regulations. Franchisers utilize a Franchise Disclosure Document (FDD) to formally offer and educate you on all aspects of their business. FDDs are similar to a Prospectus given to investors contemplating the purchase of public securities but unlike a Prospectus, FDDs are often not up to date or always accurate. The good news is that a simple Google search will reveal a lot of relevant information to get you started. Better yet, I recommend that you begin by visiting www.franchise.org. This website, sponsored by the International Franchise Association, IFA, provides a wealth of information to help you evaluate options and navigate the process. Additionally, LinkedIn has a number of franchise related groups worth your consideration.
Before getting too deep into the process of evaluating franchise options, I recommend that you take stock of your personal situation, including a personality assessment. You may have the financial resources to buy a franchise, but you also need to assess your risk tolerance. It would be well worth your while to see a professional to help you understand your psychology as it relates to entrepreneurship and managing your own business. Some people are meant to be entrepreneurs, but most are not. You can save yourself a lot of money and headaches if you understand your suitability, for business ownership.
If you want to buy into a franchise you must be prepared to do a lot of research to find an affordable opportunity that fits your goals and aspirations. Understanding the opportunity and the acquisition process early on is vital to a successful outcome. Talking with existing franchisees, visiting multiple locations, and understanding how to achieve success with the franchise is recommended. Due to the nature of the transaction and due-diligence required, the prospective franchisee must consider the value of other professionals for help. Franchise Consultants/Brokers, Financial advisers, Attorneys, and Accountants should be employed to help the prospect.
The franchiser will manage the process, and the expectations of the prospect, including time-frame to closing, financial return, training, life-style, and on-going marketing and operations support. Franchisers want to ensure that the prospective franchisee has a full and realistic picture of their business. You must become confident that the franchiser has a commitment to the success of the franchisee. Fundamentally, this is what you are buying. Larry Bader, a Chief Development Officer candidate advises that; "Failed closings are usually due to a lack of confidence in the executive team." Understanding the culture and competence of the management team providing stewardship over the franchise brand is an essential part of your due-diligence. As a prospective franchisee, you must be confident that management shares your values, goals, and ethics. You should gain an understanding of the system-wide relationship; are the franchisees generally happy and successful, or pursuing lawsuits against the franchiser. Calls to existing franchisees are a very helpful activity in this connection. The process needs some structure, but it must provide an honest representation about the concept, its viability, and current business climate.
My CEO friend added that, "Franchise attorneys are critical in the due diligence phase of evaluating a franchise. An experienced franchise attorney will recognize FDD’s that are written well and fair. They will advise you about areas you need to discuss/negotiate with the franchiser. Listen to your attorney’s input." According to Jim Squire, a highly respected franchising professional; "The prospect needs to be careful about the legal adviser they choose. Some things are negotiable, like leases, buildings, and equipment costs, but some things are not. Franchise agreements are generally not negotiable. The agreement is designed to protect the brand." You are well advised to hire an attorney who has expertise in franchise law.
To summarize, you must have the financial wherewithal and personal characteristics of a successful entrepreneur. You must be comfortable with risk and have confidence in you abilities. You will be expected to be good partner to the franchiser, so you must be a team player too. Extensive research is required to find the right concept for you. Using professionals to help you along the way, like hiring a lawyer who knows franchising and employing franchise brokers among others is another step toward successful franchise acquisition. Speaking with existing franchisees working the brand is highly recommended.
So, what killed my deal? Well, after discussions with representatives from the franchising brand, and the prospective franchisee, I learned that some things went well and some did not. There was clearly a clash of values and styles as the franchiser employed high-pressure sales tactics that did not go over well. Eventually the prospect became comfortable with the opportunity having done his due-diligence correctly and arrived at a clear understanding of the potential sales within his professional network. Furthermore, he chose an attorney well-versed in franchising. This attorney pointed out a number of questionable stipulations which my CEO friend attempted to negotiate. I was told that just prior to the scheduled closing date, the franchiser advised of their refusal to discuss changes to the Franchise Agreement. This was a big surprise to my CEO friend, who decided not to proceed to closing.
The fundamental lesson I learned was to direct people to a franchise broker/consultant as opposed to sending them directly to the franchiser. If I had done that originally, a lot of time and effort would have been saved. Fortunately it was not a costly lesson for any of us, and we are all still friends.

BUILD A TEAM TO MANAGE YOUR CAREER

2010-04-26T05:11:00.000-07:00

“No man is an island” John Dunn. 1572 – 1631

Have you every heard an acceptance speech that did not recognize other people who had helped or inspired the honoree? Or, have you ever listened to an honoree who took all of the credit for their accomplishments; someone who failed to recognize that anyone else played even a small part in their success. It is doubtful that you have ever heard this kind of acceptance speech from a truly successful person. Everyone has a circle of friends and associates who can be helpful in their personal and professional lives. Successful people understand this dynamic and build a team to help ensure their success.

If you want to be successful in life you must have a good team as well. Frankly, you have not gotten to this point in your life without having some kind of a support group, your team. Friends and family have been there for you. It is likely that Members of the Clergy have been helping you. Teachers, coaches, and Professors from school have been guiding your development. If you have been a member of a Personal Interest Group, those members have been on your team. Professional Groups and Associations are a natural source for support. Your College Alumni Association may be your most important career resource. You may not have given it much thought, but you have been a part of a team your entire life. Now you must think about managing your team for success.

You already have a team in play. It is probably composed of like-minded people who share a common bond. Hopefully, you have surrounded yourself with people who are looking out for your best interests and want to help you achieve your goals, your team. Throughout your career, you will need to manage your team. It must be maintained and nurtured, to grow. The composition of your team will change over time as your situation and goals change and evolve. Your job is to seek out and recruit people you want on your team, especially mentors. Build and maintain those relationships. As a member of your team, it is also your responsibility to help other team members achieve their goals. Make sure that you know how to help them, and they know how to help you. To build and expand your team you must learn to network, network, and network. You may want to think of yourself as a talent scout.

So, what is a network and what is networking? Think of your Team as a network. Networking then, is the recruiting and selection process required for team building. It is about the pursuit of people you don’t know, but need to know. Suppose you want to do business with XYZ Company, but don’t know anyone at XYZ. Cold calling is always an option, but business works best on a referral basis. We are more willing to talk with and listen to strangers if they have been referred to us by someone we know and trust. In effect, the trust and respect we have for the referring person to a large extent is passed on to the referral. So networking becomes more effective and less time consuming; more efficient.

If you want to get to know someone at XYZ Company, the first thing you will do is canvass your network, your team, to see who knows someone at XYZ. It is very likely that someone in your network has a good contact for you. In fact, it is even more likely that more than one person in your network has good contacts at XYZ.

Why is networking so important? First you must understand that business is a human endeavor. Companies are social institutions at their core. Sure, they exist to deliver a product or service and make a profit; but the institution is still comprised of people helping other people improve their lives. Relationships are vital in business just as they are in ones personal life. If you are to spend eight hours a day at work with other people, then you had better enjoy their company. People tend to work with people they like and trust. If you want to add another person to our network you should look to add someone whose company you enjoy.

Networking is a natural social phenomenon. It is fundamental to social transactions, including business. It is a widely accepted practice among professionals as it taps into the normal ‘give and take’ among peers. It is without a doubt the most effective way to tap the market, increasing your contacts geometrically. In short, networking is what people do. My advice is to network with a purpose. Remember though, networking is a two way street. You must reciprocate with people on your team.

Now you know that you must have a team behind you to help you reach your career goals. And, you understand that networking is an effective way of building and nurturing your team. The next question you should ask is; “who should be on my team?” Good question! The answer depends on what you are trying to achieve. If you know your near term career goals, then you will know the kind of people who will be helpful to achieve those goals. If you know who will be helpful, it is easy to figure out where to find those folks. That may be a good topic for my next article.

Building a successful career requires a support system. This system is actually a group of people, your team, who are interested in you and your success. Building an effective team does not happen by chance. You must be proactive in developing and nurturing your team to optimal effect. Build your career by building an effective team. Ensure that your team knows how to help you.

Validation is a good thing!

2010-04-05T07:00:00.000-07:00

Last week I closed the first client for my new service, providing support to professionals looking to start a Consulting Practice or some form of self-employment. I had helped Bill improve his resume and bio last year and made some networking introductions that will prove helpful as he reconnects with the employment market. Now, Bill has asked that I help him develop a Website to feature his consulting practice. This is just the kind of validation I need to build my practice and add a new source of revenue.

Although I helped Bill with his resume, creating a Website is very different. Of course, Bill’s resume and bio will be important elements in establishing his credentials, the website will need to be more strategic in nature. I have an ideal partner to help with the technical side of this effort. Brownell Landrum, owner of CoCreateAWebsite.com will register the domain names for the clients, help them with graphics and formatting, and train the client on the use of their web-mail accounts. She does a great job and is very affordable.

My initial contribution to this process will be to help Bill craft a positioning statement that is clear, concise, and compelling. It must be effortless for the viewer to “get it1” They must be able to read his positioning statement and understand immediately how Bill can be the solution to their problems, or not.

Building and validating a positioning statement is always a good exercise for businesses and the self-employed. Becoming clear about one’s target market; the problems they need to fix, and the methodology one will bring to the solution set creates a foundation that helps to ensure success. This strategic position statement or mission will give the concept a road map to make best use of their resources to build the business. From that statement the Consultant will be able to outline a process to help the prospective customer understand how the work will be accomplished and the anticipated benefit to the prospective client.

Now, for the caveat. Although I am a firm believer in the effectiveness of building a plan and working that plan; I would never underestimate the power of the market to validate business strategy. If you talk with any successful consultant or small business owner they will understand this point immediately. We have all been “mugged by reality” while growing our businesses. Oftentimes the market doesn’t behave the way we expect, notwithstanding our research.

A good example, one that I have seen too frequently, is the fledgling Consultant who starts a business to bring Fortune 500 business planning Skills to small companies. This seems to fail for every one of these people. It isn’t that small businesses don’t need good planning systems, they do; but they usually have more pressing issues, sometimes as fundamental as survival. And generally, funding is tight. If a small business person were to hire a consultant they would be looking for an immediate multiple cash on cash payback. Strategic Planning is by definition a long term proposition. For many small businesses, getting a budget in place is a major accomplishment. Ultimately, the new Consultant will either go back to work for another employer or adapt to the needs of the market. Some focus on providing project support to larger companies or focus on smaller projects with smaller to midsized companies. The point is; to survive, you not only need a plan, you need to know how to adapt if the assumptions underlying your plan are not completely accurate.

The successful business person recognizes the need to build flexibility into their plan. To some degree, every plan should contain an opportunistic element so long as the opportunity is within the Consultant’s skill set and capabilities. In my Executive Search Practice, I am always looking for opportunities to expand my client base by moving into adjacent segments. A good example is in the area of Franchise Development. Although most of my placements have been in the Food and Beverage Arena, not all of them have been, or need to be. I have placed many Franchise Development people for restaurant clients who could be as successful selling other franchise concepts. The same could be said for Marketing Professionals and Advertising Agencies, Finance and Accounting professionals and other professionals to other Service segments.

I am also looking for new customers or segments which can benefit from my skill set. Offering services to people venturing into self-employment may be a viable addition to my practice. My research to date seems to support this need.

So, it is important to be customer-focused in the presentation of one’s positioning statement, but one should not lose sight as to how ones capabilities and services can benefit other customer groups. It is important to know and understand how one’s skill-set can be applied to solve problems for other possible customers. This is my primary objective for Bill; to establish a solid foundation with some flexibility to ensure his success.

Validation is a good thing! More and more candidates are getting it. I am trying to get a handle on this opportunity and generate some traction. But, if I can close one deal with one client in my target market, I am confident there will be others. I will keep you posted.

I just lost my job! I need a new job! Really?

2010-03-15T12:39:00.001-07:00

This past week was focused on networking in the Franchising arena with some interesting learning on one concept in particular. Franchising companies are the bread and butter of my search practice so it is natural that I will spend a lot of time with professionals from this segment, both clients and networking contacts. The recession has not been kind to the franchisors I support. The capital crunch has made it difficult, if not impossible, to close new franchise development deals. In fact, when the market crashed in the early fall of 2008, many franchisors gutted their development departments as they understood that the prospect of granting new franchise licenses would be dim for the foreseeable future. As one would expect, the concepts requiring the greatest capital investment were severely impacted.
The week began learning about a compelling new, well new to me, franchising concept called Firestorm. I was first introduced to the concept at the February meeting of the Southeast Franchise Forum when I met Hutch Hodgson, their EVP of Franchise Sales. Hutch is a very engaging gentleman who has had a full career as a Fortune 500 executive, and later as an entrepreneur building The Heavenly Ham Franchising Brand. He has now come full circle to help a start-up company build their market share through franchising. Hutch and I really hit it off. I told him a little about my background, my business, and my writing projects. He graciously agreed to contribute to this series and suggested that I learn more about Firestorm prior to our interview by attending their weekly webinar. I gladly accepted. It was a fascinating presentation moderated by the company’s CEO and co-founder, Jim Satterfield. More about that later. The next day, Hutch and I met to talk about my article.
Before we started, I gave Hutch the set up. I told him that I am convinced that the economy is restructuring into a “new normal” with leaner companies using out-sourced contractors over full time employees. Further, it is my opinion that many of the over-50 aged executives riffed this time will not find suitable employment opportunities in their field, at the same level. Self-employment, and entrepreneurial pursuits, like franchising, will take on a whole new level of importance. Hutch agreed. “All too often, you hear people say; I’ve lost my job! I need to find a new job!’
He began by telling me that the current recession reminded him of the early 80’s. At that time, companies were reorganizing and downsizing which resulted in a lot of corporate-types willing to consider franchising as a viable career alternative. Personal Computers were just hitting the market, but the Internet was still over a decade off. He went on to say that “at least there was financing in the 80’s. Franchise brokerage was new. Now, franchise brokerage is mature, but funds are scarce.”
Clearly, Hutch has a great deal of empathy for the unemployed. “It is tough to be out of work. The wife and the kids are on their case. Egos are bruised, especially for men, whose self-worth is tied to their careers. They know that they must take charge of their own destiny and that franchise opportunities should be given due consideration, but that is risky and can be frightening. ” Hutch went on to say that unemployed executives spend too much time looking for a new job before looking at other alternatives. By the time they consider buying a franchise, they have burned through their assets and have no funds to make the investment. They need to get to that point early on.”
Hutch went on to confirm what other folks have told me recently. The first thing that the unemployed executive must do is to take stock of their personal situation. “They need to write down on paper, those things that are important to them. What are their values? What income level do they need? What are their outside interests? Who do they want to work with?” The gist of his message is that one must know one’s strengths and weaknesses; the resources at their disposal; the needs of their families; and the kind of work that best suits their personality. Hutch suggested that they commit to four or five major objectives, develop a plan, and work it. If owning a business fits with ones skill base and resources then that option should be part of the plan. The message to me was clear. I need to help my candidates get to a better place early in their job search process, before they have exhausted their finances and emotional strength.
Back to Firestorm. This is the kind of franchise that any recently displaced corporate type should give serious consideration. Firestorm’s business is “business continuity.” Their concept is directed at disaster preparedness planning for businesses. Their slogan is “Predict, Plan, Perform.” Over the years, I have met many professionals in the disaster recovery business. Those folks help companies get back in business after a disaster, but usually focus on a limited slice of the business like electronic data systems. The Firestorm concept is proactive, identifying business risks before they occur, putting plans in place to mitigate those risks when and if they do occur. This is a business to business concept that is ideal for a former corporate executive as one would be selling this service in an environment they know and understand. Additionally, the investment required is modest by comparison to other franchise concepts requiring almost no investment in plant and equipment. This results in a very attractive revenue to investment ratio. The labor component is nil as well, unless the franchisee wanted to hire sales people to help build the business. For more information about Firestorm, you will enjoy visiting their website at: www.firestorm.com
It did not take me long to put Hutch’s advice into action. The following day I met with a candidate over lunch. Doug, is a newly displaced CEO, who I had recently met and decided to get to know better. As you would expect, Doug is a very polished executive with a clear understanding of his strengths and career aspirations. His focus is on mid-cap companies in the chemical industry. We had a good exchange with both of us sharing a lot about our careers and interests. I learned that he was just getting into the networking phase of his job search, but was not all that familiar with the landscape in Atlanta. So, I told Doug about The Kettering Group, an excellent networking venue for senior executives who are employed or between situations. As membership in The Kettering Group requires a sponsor and validation of the candidates career progress, I committed to him that I would connect him with a friend who is a member. He attended his first meeting this past week.
Toward the end of our time together, I told Doug about my recent discussions with the folks at Firestorm. I gave him a brief overview of the concept and offered to make a personal introduction if he was interested. Doug is a smart guy who knows the value of looking at various opportunities so he gave me the green light to make an introduction and share his resume with Hutch. Things moved fast after that introduction. Doug attended their webinar and was presented with Firestorm’s franchise disclosure documents for further consideration. I don’t have a financial interest in this transaction, but I am curious as to Doug’s take on this concept and its potential fit with his goals.
The key learning this week is to help the newly-unemployed executive candidate face the reality of the new normal, encouraging them to look at all of their options, including interesting concepts like Firestorm. When one finds themselves between situations, looking for a new career opportunity, it is vital that one’s first action is to put some effort into understanding their situation. One must know one’s strengths and capabilities; interests; ideal work situation; and personal financial situation among other important considerations. One must also consider all of the career options, including self-employment and business ownership, which match their personal inventory. In this environment, it makes a lot of sense to explore all potential career options at the beginning of the job search when one’s resources are still solid and intact.

Do you really want to work here? Show me!

2010-03-06T06:27:00.000-08:00

When a number of people tell you the same thing, at different times, unprompted, it might be smart to pause and listen carefully. Well, I had that experience last week while talking with more executives on the topic of getting noticed by hiring managers. My inquiry is pretty straight-forward. What does it take for a job seeker to break through the cluttered competition to make an impact on the hiring manager. Well, what I found may not be new, but the solution has a renewed interest. Now more than ever, hiring managers are keen to determine if the candidate really has a passion for the brand and the job. In other words, how motivated is this candidate to come work for me? Does the candidate just need a job; or does the candidate have a driving passion for this job?

Jim Lyons, a friend and candidate for a few of my search assignments, reminded me that it is important to him to know that the candidate has a serious interest in working for his company. By serious, he meant a passion for the brand and the product or service. One way that Jim judges this passion is by the amount of homework the candidate has done in preparation for the interview. “I want to see that they have reviewed our Annual Reports; 10K and 10Q; Franchise Disclosure Documents, and other information in the public domain. Do they understand our competitive environment? Do they understand our strengths and weaknesses? Do they know our goals and objectives? I want to know that they understand our situation. Does this candidate really want to work here?”

Obviously, one would expect that better preparation by the applicant, results in a better discussion and interview. Properly prepared, candidates are in a better position to ask relevant questions which help them validate their interest in the job. Even better, if the candidate understands the problems facing the company, and is in a position to offer solutions based on their experience, that candidate will rise to the top of the heap. So, preparation results in a better interview. It also sends a strong message to the hiring manager that this person has a high interest level in the company and job.

Later that week, I talked with Keith Lerme, COO for the café division (Starbucks) of Barnes & Noble. He told me that B&A has gone a step further and institutionalized some of Jim’s thoughts into their selection process. He told me that after candidates successfully complete a telephone screening interview they are invited to visit stores in their area and to report their assessment. This is a very revealing exercise which tells Keith a great deal about the viability of the job seeker. The candidates are encouraged to introduce themselves to store employees as job seekers interested in joining the company. They are encouraged to ask any question they deem to be relevant.

Keith said that most applicants prepare a two page summary of their visit. The best candidates make an extra effort. He told me about one lady who not only visited his stores but visited a number of competitors also located in the trade area. This candidate completed a 15 page report that addressed operations, marketing, and even the quality of the real estate. “It was not the kind of report that was appropriate to share with upper management, but it gave me great insight into her capabilities. It was a very good report. I really wanted to hire her, but she accepted another offer.” Clearly, this was a serious professional with a passion for the job.

The message is clear. If you really want to work for the company in question and the job in particular, you must show it! You must show a passion for the job. To sum it up:

Know your passion: Understand the kind of job that drives your interest and the environment that fits you best. If you don’t have a passion for the work, you are wasting everyone’s time, especially yours.
Be proactive. Use active investigation and analysis to open doors, get interviews, and gain a leg-up on your competition.
Do your homework. Don’t stop at the obligatory background investigation; understand the issues driving the company and how the job supports their goals and objectives. Demonstrate that knowledge in a tangible way at every stage of the selection process.
Better than just answering questions, demonstrating your work in a relevant context will be impactful and important to the hiring manager. It is so much better if your work is about the brand and job you seek.

Preparation is the key to any successful interview. Demonstrating your passion for the job is crucial. Showing your ability to understand the company’s issues and presenting your solutions will cinch the deal.

You Need a Website!

2010-02-19T19:00:00.000-08:00

Last year, in my first column for my Alumni Magazine I wrote about my Top Ten Tips for a successful job search. I suggested that you (job seekers and career minded professionals) think of yourself as a product. Better yet, think of yourself as a brand. I also encouraged you to build a website to help employers find you and learn about your capabilities. Based on recent conversations with newly unemployed executives it is clear that I must give this topic more emphasis. Whenever I ask a candidate if they have their own website, I usually get a blank stare in response. Savvy professionals have their own websites. A career-focused personal website is an excellent way to promote you and your brand, further supporting your job search. If you have your own website presenting your professional credentials you will stand out among the crowd.

The ideal website domain name is your name or some close derivation thereof. Ideally, you want to own your name. Remember, you are a Brand. Your website must be professional, focused on your career accomplishments and your job search goals. Let’s be clear though, I am not talking about Face Book or My Space Accounts. Social media accounts have value, but are better suited to managing your network.

Doing background work for this article I did a simple Google search on the subject of building your own Website. It came as no surprise that there was a huge number of hits. Every ISP that I am familiar with offers the ability to create a personal website, usually at a very modest cost. If you are a subscriber to an internet account, the cost of a website is likely included in your subscription fee. Additionally, there are a number of low cost options for template-driven, do-it-yourself websites which deliver acceptable products at a reasonable cost. Some prominent web hosting services you should consider include GoDaddy; JustHost.com; FatCow; Yahoo; SuperGreen; BlueHost; Hostmonster; PowerWeb; HostGator; and Register.com.

I even have a personal friend who has developed a very creative do-it-yourself website product which I find very compelling. She offers affordable classes called “CoCreateAWebsite” which are a hybrid between doing it yourself and hiring a professional. She does the background and setup work (the hard part!), and you just enter and edit your content. You get a very professional, custom-designed website with a lot of flexibility and functions.

When developing a website to support your job search, there are a few items that must be included. Obviously, you want to display your resume very prominently, with the option to download. This is a common capability which adds value to your website. Other items you may want to consider are articles you have published, a sample of a project you completed, and letters of recommendation. I advise against posting references and their contact information as that is something that can be abused, to your detriment. But it is a good idea to put some quotes from others on your site – perhaps excerpts from your LinkedIn recommendations. Your contact information, especially a cell phone number and hyper link to an email address should be displayed prominently as well.

One of the best resources I can recommend is LinkedIn. The basic service is free, so even if you have your own website, you should still have a LinkedIn account. LinkedIn is the ideal multi-purpose tool for conducting your job search and building your career. LinkedIn gives you the opportunity to display your resume in as much detail as you like. You can also secure and display recommendations from colleagues and past employers. Use its services to the fullest.

Some other features available through LinkedIn include:

Links to websites and blogs
Participating in interest groups
Search functions to find people and companies
Search Job postings
Networking with colleagues and friends.
Search for experts and ideas
Explore new opportunities.

To benefit further from the capabilities of LinkedIn, especially the ability to directly contact potential hiring managers, you should consider one of the paid account options. A paid subscription also results in a much more prominent position if someone were to conduct a Google search on your name. Believe me, people will Google your name, so this feature will be very beneficial.

Recently LinkedIn has added the option of uploading files, allowing potential recruiters and hiring managers to download your resume. Please understand that this is acceptable if you are unemployed and actively looking for a job, but you should never make your resume available for download if you are gainfully employed. If you do so while employed, you put your current employment at particular risk.

If you promote your website by adding its address to your resume and in the signature area of your correspondence, you will not only be viewed as a serious professional, you will gain a significant competitive advantage over your peers. More importantly, it will make it easier for interested parties to contact you. This tip alone will help shorten the duration of your job search.

Jim Weber, President
New Century Dynamics Executive Search

Learnings from the first week of interviews.

2010-02-13T11:03:00.000-08:00

It has been a productive first week of interviews. Everyone I have talked with thinks the subject matter is both timely and relevant. That is good validation for my efforts, but really comes as no surprise. There is a consensus that employers will be slow to staff back to the pre-crash levels, if ever. Many of the jobs shed were held by highly compensated, mature employees. Reducing those positions resulted in big labor savings and improved profitability. Now, employers are reluctant to put profitability at risk. This does not bode well for highly compensated employees, also known as mature employees. The consensus is that we are moving into a new normal.

I talked with a cross section of employers, entrepreneurs, private equity investors, and unemployed executives. Each has a unique perspective on this environment. Employers are deluged with resumes for the few jobs they are trying to fill. Entrepreneurs are hustling to make connections and garner new business. Private Equity Investors are beginning to see a thaw in mergers and acquisitions albeit at a slow pace. Unemployed executives, some out of work for the better part of the past year are only now beginning to understand the new normal. It is this last group that is of most interest to me.

There is every reason to believe that much of the downsizing of the past year was a knee-jerk reaction to the crash, meant to protect the company from risks unknown. A survey conducted by OI Partners-Career Management Resources of Atlanta, GA supports this thesis. That report revealed that 40% of employers plan to rehire some workers they terminated. The survey indicated that Financial Services and Manufacturing companies are more likely to rehire their workers. These sectors were hit hardest by the down-turn. The Health care and government sectors, which terminated fewer employers, are much less likely to rehire laid-off employees. Given the speed of the layoffs, it is doubtful that employers had adequate time to initiate plans to cover the work left for those who held their jobs. The work that has not been covered internally must be outsourced. This will create some opportunities for free-lancers.

I also talked with a number of self-employed entrepreneurs and small business owners. Most of these people started their businesses within the last ten years; some, less than two years ago. Their ages and motivations varied, but most were baby-boomers with a wealth of experience, skills, and contacts. Their stories were very similar and they provided an insight that will be very compelling to the recently unemployed. Their message to the unemployed is clear: One must approach this environment with an open mind and a lot of intestinal fortitude. Be prepared for a big emotional roller coaster ride. As one self-employed consultant told me, “attitude is everything.” This is a time when one’s support group will be critical to help maintain an upbeat and positive attitude. Don’t spend any time with negative people or other unemployed. It is depressing and unproductive.

The unemployed executives I talked with revealed a variety of backgrounds and attitude. Admittedly, these folks were looking for new employers, more so than self-employment. Notwithstanding, they all understand that short-term project work will be required. These people were all C-level professionals accustomed to commanding six-figure salaries and big bonuses. They all have a lot to offer prospective employers or clients. To varying degrees, they were not clear about self-employment opportunities or how to approach those opportunities. This is an area where I believe I can add value.

The good news for those unemployed executives is that looking for a new job and seeking self employment/entrepreneurial situations are mutually supportive. Whether looking for one employer, or multiple clients, the activities are the same. In each situation, the job seeker must network, communicate a unique selling proposition, and be clear on their relevant target market.

Job seekers must face reality fast. The economic forecast is projected to be a “jobless recovery.” Don’t misunderstand, jobs will be created, and people will go back to work. However, the pace of job creation is expected to be anemic, taking in excess of five years to reach the pre-crash level of employment. The young and inexperienced, unskilled, and baby-boomers will have a more difficult time of it. People with skills and experience should understand that they have options beyond traditional employment. These folks must expand their scope to pursue short-term project work. This blog will continue to focus on helping this group.

Genesis and my invitation.

2010-02-05T12:00:00.000-08:00

This is probably the worst recession I have seen since my graduation from college in 1977. The recession in the early 80's may have been as bad but I did not feel it. I was gainfully employed, building my career, and the optimism of the Regan Revolution tempered the pain. It was a different world indeed. The baby-boomers were hitting the market in full force creating their own demand for goods and services; while many industries were benefiting from deregulation. The work force was a lot smaller then too.

Fast forward 33 years to today. I have enjoyed a successful career as a Corporate gypsy with several Fortune 500 brands. I continually advanced to become a Sr. VP and Division General Manager for a major fast food restaurant chain. In the industry we used the term Quick Service Restaurant chain, or QSR. Twelve years ago, I struck out on my own, starting an Executive Search company which I called New Century Dynamics Executive Search. It was a new century, after all, and I was feeling very dynamic. For more background about my company, please refer to my website: www.newcenturydynamics.com

Life is better now. I don't have to move to advance my career, or travel unless I choose to. Roots are a good thing too, and the Atlanta area is a great place to build a business. I enjoy helping my clients find great talent to further their businesses and potential candidates (job seekers) to reconnect with great employers. Sometimes, like now, there is a real imbalance of job seekers (candidates) and available jobs. I cannot place every candidate, but I can provide encouragement, networking support and advice.

A key strategy that I have employed more recently to market my business is writing articles on employment matters. I began by contributing to the Alumni Voice, the quarterly publication of the University of South Florida Alumni Association. That column, called "Employ-A-Bull" has struck a cord with younger alumni at the front end of their careers. I also post those articles on my website for broader distribution. This humble little column is leading to new opportunities to speak to larger groups and hopefully soon, to other media outlets. Building my business while helping my clients and candidates, whether I make a placement or not, is a win-win proposition.

Now, I am at the very beginning of writing a new article on "Innovative Job Search and/or alternative employment strategies for a difficult economy." I chose this topic as it is very relevant to our current economic situation. With so many people on the market, standing out from the crowd is a big challenge. Additionally, the people that seem to be most effected are younger folks at the beginning of their careers, and the more mature among us, especially the most highly compensated professionals. The employment forecast is pretty grim too. It may be five years or more before the market is able to reabsorb these folks. This demands a new way of looking at employment. Traditional job search methods must be reconsidered, including options for self-employment and starting a business. Needless to say, this should be a topic that will get some attention.

While interviewing a colleague for this article I was advised that I should include some type space on the value of social media, including blogging as an important tool for finding a new job. My friend also advised me that I should consider blogging as a part of my marketing mix. He even suggested that I go to Google to begin blogging. I will admit that I have had thoughts about starting a blog but could never justify the time when I was preoccupied with other matters. Pondering the scope of this article was the justification I needed. This is the beginning. We shall see where it leads.

Toward this end, I am interested in talking with people who have been successful in their job search efforts in the past two years. I am also interested in talking with people who have chosen to start their own business to include self-employment. The goal is to identify innovative methods which have led to success. This work will be useful information which I can share with my clients and candidates. I am looking forward to hearing about your experiences and/or thoughts in this matter.

This blog will be a useful place to recap discussions and organize my thoughts as I work through this process. I hope you will join me.

Jim Weber, President
New Century Dynamics Executive Search
www.newcenturydynamics.com