Now Hiring with Karla Williams

Why work with an Executive Search Consultant?

In order to do my job effectively for both my clients (hiring authorities) and my candidates (prospective employees), I have to consider a myriad of factors when making a match between employer and employee. So many factors, tangible and intangible, need to be considered on both sides in order for a successful match to be made.

Some of the top factors considered are:

• Education, skills and abilities: Unless the applicant is just entering the workforce in an entry level position, the employer will need to see that the person they select has acquired the necessary career skills and abilities, as well as the appropriate training and education, necessary to be successful in their organization. Likewise, the candidate/propsective employee will want to know that they have the necessary knowledge, abilities and skills to be successful in their new job and therefore protect their good name and professional reputation in the marketplace so that they can attain their ultimate career goals.
• Experience and background: The employer will want to know that the organizations where the candidate has worked in the past have prepared them to be successful in their organization. They will look at size of company (small or large), titles (how does their title match up with the propsective employees past titles, experience, education). In addition the employer will want to assess whether the management philosophy of past employers as well as the type of culture the employee has been successful to date will contribute to the candidate's likelihood of being successful in their organization. The prospective employee/candidate should also consider these same factors. Why? If the candidate has been successful in an unstructured environment it is unlikely that they will easily make the transition to a more structured environment. In addition, the title, duties and salary of the position in question should fill a "gap" in the candidates background so that their overall portfolio of experience is strengthened in a manner to facilitate the candidate's keeping of their career on an upward trajectory.

The trickiest factor in making a successful match between employer and employee is the biggest intangible factor for employees and candidates alike to assess - and that fctor is the cultural fit. Will the candidate fit into the organizational culture of the new organization? How are their communication skills? Is the candidate a 9 to 5 worker or a work-oholic? Do they need more structure? Less structure? Are they a lone wolf or a team player and which is the expected norm at the company in question? In my opinion this matter of a "fit" is the chief reason why apparently qualified candidates are not extended offers of employment after completing the interview process.

There are many great companies and employees in the marketplace waiting to meet each other. It is my job to facilitate the introduction, guide both parties through the interview process and then ultimately help the candidate decide whether any offer of employment that they receive will ultimately result being a good fit for them as well as for the companies that I represent. After all, productive, successful work leads to happy and satified employees.

After 18 years in the staffing and recruiting business, placing everything from security guards to executives, I have learned a few things about the placement process that can aid both parties. If you are an employee considering making a career move or an employer looking to add the next superstar to your team, give me a call.

Concerns About Hiring Contractors/Entrpreneurs

I could fill a book on all the misconceptions that employers and employees operate under – and maybe I will some day. But for now, I want to give my take on why many managers in conventional, well-established companies are skeptical of hiring former entrepreneurs and independent workers and offer a few ideas how independent workers can allay these fears and become productive, content workers in the conventional employment sense.

Some of the most common reasons employers look askance at non-traditional workers follow.

1. The best and brightest employees choose to work for highly successful companies. They plan their careers carefully, from the schools that they attend to the companies that they work for as well as the positions they will accept. Who would work for themselves or start their own company and take on all that work and uncertainty if they were good enough to get a job?
2. The employees we want on our team don’t take jobs strictly for money, they aren’t overly concerned with work/life balance, having control of their own destiny and they don’t take unconventional risks such as choosing to work for themselves or as contractors/free agents.
3. Corporations value loyalty, teamwork, and conformance to many rules, regulations, and customs – most unwritten but certainly firmly in place. People who work for themselves are believed to be free wielding renegades who are unaccustomed to working within the confines typical companies have in place. And companies fear they can cause dissension in the ranks.
4. What is this person hiding? Why have they been working on their own – by choice or because no one would hire them.
5. What have they been doing out there on their own? Am I going to be able to verify their reliability, productivity, and competence since there is no personnel department to check with?
6. Why is this person now looking to go back to work for someone else after being on their own? Once the current situation is resolved, or they become eligible for COBRA health benefits or the economy improves they are going to go out on their own again and my company, my team and myself will have wasted all the time and resources that go along with bringing a new person on board. This will ultimately be bad for the career of the person that brought them in to the organization.
7. If they were competent and successful as a self- employed person, they wouldn’t need my job because they would still be successful as an entrepreneur/contractor.

These are not the questions, concerns and doubts of bad people out to get you – these are simply the questions of people who may not necessarily understand why anyone would want to be on their own any more than many independent workers understand why someone would want to be chained to an employer. Your job, if you seriously want to join the ranks of the conventionally employed, is not to argue with these perceptions, but to be aware that they are prevalent among the conventionally employed population. Once you understand that these are the stereotypes that you are fighting – you can set about developing a marketing plan that will get you the job you want.

Combatting Contractor Bias

So what are the elements to a successful job campaign after a stint as an independent worker?
1. Create a clear and compelling value proposition explaining how you can contribute to the organizational mission, solve problems, build teams, and increase profits. As proof, cite how your experience in a variety of industries solving a variety of business challenges brings them a fresh perspective only gained through the experience you have had. This is a delicate balance because you don’t want to come across as if you believe you are there to “save the day” but you want to indicate that you are confident you can make a valuable contribution.
2. Be able to explain in terms that an organization may value as to how you ended up as an entrepreneur or contractor. Examples include unparalleled opportunity to work on a project you had always wanted to work on, opportunity to support a well-respected organization on an exciting project.
3. Have a truthful reason as to why you are now seeking full time employment that does not cite the bleak economic outlook. If you miss working with a group, say so. If you have a genuine interest in the company’s mission, state it. If you find an area exciting, use this as your reason. Keep you personal needs out of the equation.
4. If you have had long term engagements, highlight that fact. It will indicate that you have the capacity to commit to an organization for the long term.
5. Have references ready. The best and most believable references are people you have worked with, clients and partners on your various projects. Coach these individuals so that they understand the concerns employers have about hiring former independent workers.
6. Look for temp to hire opportunities. This gives the employer the opportunity to “date” you before they allow you to “marry” into their organization.
7. Consider smaller to mid sized organizations. They are typically more forgiving than your so called “A” players.
8. Be prepared to answer the following tough questions.
a. Have you thought about what it will be like to be part of a structured environment after being an independent agent?
b. Are you sure you can make this transition?
c. How do I know that as soon as you save up some money or the eonomy gets better you won’t leave to go out on your own again.

Work with a qualified recruiter that can help you overcome these challenges and land the job you need and want.