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Author: M3 Placement

Janna Edick || Executive Assistant || https://www.https://www.linkedin.com/in/janna-edick-6b814b233/

Written by M3 Placement on . Posted in Our Team.

Janna joined M3 Placement & Partnership in November of 2023 as an Executive Assistant. She helps assist the executive team on many organizational levels with scheduling, event planning and maintaining communication throughout the team.

Janna brings more than 10 years of customer service and financial services to her role. Her diverse background allows her to perform a variety of highly complex and confidential administrative duties. Janna is committed to providing exceptional service and flawless operational support to help facilitate a successful work environment.

Outside of work, Janna enjoys hiking, boating and cooking with her husband and two children. She also loves watching her children play in various sporting events on the weekends.

Building a seamless interview process

Written by M3 Placement on . Posted in News & Insights.

One of the most important aspects of recruiting is the interview process. According to LinkedIn, 65% of candidates say a bad interview experience alone makes them lose interest in the job. And with the Society of Human Resource Management finding that the average cost per hire at $4,425, there are huge benefits to creating an effective recruiting and interview process. Today, our team is sharing how employers can build a seamless interview process that keeps candidates engaged from start to finish.  

  • Connect within 48 hours and outline your process  in an engaging and welcome way 
    Here at M3, after the initial screening, we make a point to give an idea of what to expect next or an outline of the interview process to come. If you aren’t interested in moving forward with a candidate based on their resume, thank them for their submission and let them know you’ve moved on to other candidates.  
     
  • Conclude interviews with next steps 
    When finishing an interview always be sure to tell the candidate what the next steps are and how long they should expect to wait to hear from the company next. Candidates may be in the middle of several interviews, and you don’t want to lose top talent because they think you’re not interested during lulls in the interview process.  
     
  • Create interview groups and panels where appropriate 
    Today’s interview processes can take many forms and in collaborative team environments multiple people are often brought into the interview process. If possible, try to create group interviews. This is not only more efficient for the internal team but can also give candidates a sense of teamwork and interactions that take place on the team.  
     
  • Touchbase between interviews  
    According to Glassdoor, the average length of a job interview process is 23.8 days but we know from experience that executive roles can take upwards of 6-8 weeks. Touching base between interviews in a thoughtful and engaging spirit ensures that you don’t lose quality candidates to other roles that they may also be interested in applying for.  
  • Get to know the person as well as their qualifications  
    In our experience, we’ve rarely found that people remember what questions you’ve asked about their qualifications or work history. Instead, people remember how they felt during the interview process. Did they get a sense of the personalities they’d be working with? How did the culture and experience feel each step of the way?  Did they get the opportunity to share beyond what’s on their resume with the interviewer(s)?  Did they feel heard and considered as a priority? 
  • Prepare interviewers with candidate overviews 
    One of the top reasons candidates say they didn’t move forward with an interview process is a poor interaction with a hiring manager or managers. Preparing interviewers with candidate overviews gives them the ability to create questions ahead of time that are specifically designed for each candidate. Additionally, provide hiring managers with some interview questions and if a group is interviewing a candidate, talk ahead of time about who will ask what to present a united team to the candidate.  

We know that this can feel overwhelming when you’re designing your interview process. But you’re not alone. The recruiting team here at M3 can support you by designing interview processes for candidates in any stage of their career. Whether you’re looking for a key role in your department or the next member of your executive team, we’re here to allow you to focus on your business while we focus on the personnel you need to support that business. Contact us today at hello@m3placement.com to find out how we can make a difference in recruiting top talent for your organization.  

M3 Placement and Partnership recertified at WBE for the third time

Written by M3 Placement on . Posted in News & Insights.

This October, M3 Placement and Partnership became recertified as a Women-Owned Business Enterprise for the third time.

“I am honored to have my work as a business leader recognized by the state of New York. I deeply admire the state’s commitment to diversity, equity, and inclusion and am so proud to be among the more than 7,000 recertified businesses since 2011,” said Mary Malone McCarthy, Founder and CEO of M3.  

Over the past 12 years M3, an executive search and recruiting firm, has grown from a team of two to a team of 17 while serving clients nationally. In 2022 the company placed over 750 employees in new roles throughout the state. Today, the company is led by an all-female executive team who looks forward to continuing serve their clients and candidates.  

“It’s amazing to work for a company that lifts up the voices of women leaders,” said Kathy Rowe, Vice President of Business Development. “With so many clients looking to ensure their business is equally distributed to businesses of all kinds, we are pleased to be able to meet the requirements of this certification.”  

In order to become a Certified Women-Owned Business Enterprise, M3 underwent a thorough certification process which included an in-depth business review. The WBE certification confirms that the business is at least 51% owned, operated, and controlled by a woman or women. 

Top talent is quietly looking at their next opportunity: a rising trend and what you can do about it

Written by M3 Placement on . Posted in News & Insights.

As the Vice President of Direct Placement here at M3 Placement and Partnership, I love to share the trends I am seeing in the industry. One of those I am currently seeing is the prevalence of top talent quietly looking for their next opportunity. Within Direct Placement and Executive Searches, we are actively sourcing talent, looking for candidates who fit a specific talent profile that falls in line with our client’s expectations. Actively sourcing talent means we are reaching out via LinkedIn and email to see if the person is interested in learning more about a potential opportunity. According to LinkedIn, InMail has an 18-25% response rate. In the last quarter, 42.7% of individuals have responded to our inquiries on open positions in executive search.  

It’s not that these individuals are searching job boards looking for their next opportunity, nor are they even looking to apply to a new role. Instead, they are open to having conversations with third-party recruiters on what they’re looking for in their next roles, what they are open to, what might be lacking in their current roles, and what would entice them to leave their current organization for another. Our most common response back is, “I’m not actively looking for a new role, but this position interested me and I’m open to having a discussion”. 

What are we finding that is enticing individuals to have these conversations and quietly look at potential opportunities?  

  • They are ready for their next challenge.  
    We are seeing many candidates who have been in their current role for 5-10 years and are now looking for a new challenge. They have usually refined all of the processes in their current role and optimized their work for highest performance and delivery. Many will consider lateral moves if they see opportunities for them to apply their skills to a new set of problems or areas to improve efficiencies. Many people are very interested in seeing what else they can do with their career.  
  • A new company could align better with their personal values, have a mission that excites them, or be a better culture fit.  
    One of the most common reasons top talent entertains a conversation about a new role is that they feel the new role offers them more alignment with their personal values- whether that be alignment with the company’s mission statement or the company’s culture. These candidates are not usually unhappy in their current role- instead they are enticed by a clearly articulated culture and the mission-driven work behind it. These candidates usually have the highest expectations for a great fit at a new company as they want the new culture to be a better fit for them than the one they are currently a part of.  
     
  • Speaking with a third-party recruiter is confidential.  
    The first conversation with a recruiter opens the door to learn more about a new role with low stakes, inviting them to hear the story of the company, the role, and why the position is open. Additionally, conversations with third-party recruiters are confidential, allowing them to explore the role without fear of someone in their small business community finding out that they are open to a new role. Individuals fearing their current employer might hear about them entertaining conversations about new roles often scare top talent away from learning more about a potential new role but with third-party recruiters this fear is removed.  
     

So, what can employers do about this rising trend? Here at M3 our number one recommendation is to execute stay interviews. These interviews promote retention by helping management to find out what is keeping employees at their jobs while also finding influential factors that could entice the employee to leave to take another job. You can learn more about stay interviews at: The Stay Interview: A Primer for Executives – M3 Placement & Partnership.  

Stay interviews can be done internally or you can work with a partner like us here at M3 to execute them. Sometimes working with a third party encourages employees to candidly share their thoughts and experiences in ways that they wouldn’t have with an internal team member. Contact our team today at hello@m3placement.com to learn more about our retention packages.  

Is it time to update your recruiting process?

Written by M3 Placement on . Posted in News & Insights.

Our team has over 25 years of experience working with organizations across industries and sectors to deliver top talent. Today, we want to share the areas we have found that are in need of improvement across the recruiting process, no matter what industry you’re in or what role you’re trying to fill. Talent acquisition isn’t easy but is often the key to achieving strategic initiatives, meeting business goals, and successfully navigating periods of high growth.  

Area of improvement #1: Share what makes your organization unique  

You are competing for top talent, no matter what industry you are in or what role you are looking to fill. One of the easiest ways to compete is to showcase who your company is- not just what you do.  

Talk about the organization’s mission, vision for the future, values, and beliefs. All of these will help a potential candidate to see themselves in the organization and decide if the role is a good fit for them personally and professionally. We consistently hear, “I want to be a part of an organization that I can connect with.” So, it’s up to you to show them the parts of the organization they can create a connection to. 

Area of improvement #2: The recruiting process takes too long  

The length of time your interview process takes depends a lot on the industry, role, and organizational structure. Regardless of these factors, candidates have high expectations for communication throughout the process and want to understand what comes next. Long gone are the days when you can wait 2-3 weeks to respond to an application or resume and then expect an applicant to slog through 6 weeks of interviews and 2 weeks of time to decide.  

Follow up quickly with candidates who fit your ideal profile and keep them up to date on the process and how long each step will take. Don’t lose out on talent because your process takes too long or isn’t clear enough. Be effective and proactive in your process, the candidate begins experiencing your company with your first outreach for an interview.  Once the process has started, check in along the way, and offer next steps or opportunities for questions or touch bases.  

Area of improvement #3: Make the application easy and user friendly  

If an application is too cumbersome or people get stuck in the technology, they will walk away from the application.  

Before you post any application ask yourself these three questions: 

  • Is this mobile friendly- can this be filled out easily on someone’s phone?  
  • Is this application easy to complete?  
  • Does the technology of this application require too many steps or is it hard to login to?  

Area of improvement #4: The job description doesn’t tell the story of your organization 

We know- job descriptions are cumbersome and detail-oriented. But they are key to communicating your open position with type of talent you’re looking for.  

Take a deep dive into the nuts and bolts of the job description- the key qualifications, responsibilities, and measures of success in the first 6 to 12 months- to ensure the job description has been rewritten and refreshed with an eye on marketing the position to potential hires. 

Area of improvement #5: The talent acquisition strategy isn’t proactive enough  

The job market isn’t what it once was- don’t wait around for the resumes to come to you.  

Instead, strategically post job listings in the places your talent is looking for and create postings that make the position stand out. In what is often referred to as “the war for talent” the winner is the company that can showcase that this isn’t just another seat to fill at a company, but the exceptional why behind the opportunity. And don’t be afraid to contact talent directly that you see on sites like LinkedIn. Build a proactive top talent list of candidates you’re interested in and bring the job listing to them. 

Area of improvement #6: Bring all team members in on the interview process.  

Recruiting is not just the job of human resource or talent acquisition professionals. It’s up to the hiring manager, receptionist, and anyone on the interview team to help make the experience a memorable and meaningful one for a top candidate.  

The interview process starts from the moment that candidate walks in the door or logs on to the video conference. Include whoever will be interacting with the candidate in the process, giving them the tools they need to greet the candidate and welcome them into the folds of the organization. Hiring managers should be given the tools they need to follow up quickly and interview efficiently, effectively, and personably, allowing the organization’s best qualities to shine through.  

You don’t have to tackle your recruiting challenges on your own. M3 Placement and Partnership is here to help you address every area of your recruiting process. We become the storytellers for your organization, immersing ourselves in your brand and your story so that we can share why top talent would want to be part of your next exciting chapter. Reach out to us at hello@m3placement.com if there is an area of your recruiting process that we can help you improve. 

Welcome to Kathy Rowe, VP of Business Development at M3

Written by M3 Placement on . Posted in News & Insights.

Leading area recruiting and executive search firm M3 Placement and Partnership is pleased to announce the appointment of Kathy Rowe to the role of Vice President of Business Development. Kathy will initiate strategic direction for M3 and develop business for the rapidly growing company. 

“I’m excited to be joining M3 as Vice President of Business Development,” said Rowe. “I’ve seen M3 expand with many new partners and industries over the last 10 years and been impressed with how the organization has increased its footprint throughout New York State.  I am looking forward to leveraging my expertise and developing additional strategic partnerships to steer M3 into the next chapter of growth.”   

“We are thrilled to welcome Kathy to the team” said Mary Malone McCarthy, Founder and CEO of M3 Placement and Partnership. “I am confident Kathy will spearhead strategic growth initiatives that continue to cultivate our foundational client partnerships, while also paving the way for future business.” 

Kathy brings over 35 years of experience in sales and marketing and is an accomplished business leader across several industries including healthcare, technology, and professional services. She is well known for her impact both in the Capital Region and throughout the Northeast as a business connector. 

During her leadership roles at IBM, Mayo Clinc and as a business owner, Kathy consistently grew revenue across clients, executed strategies for mutual growth, and led winning sales teams. Kathy had various roles at Mayo, most recently National Account Executive – Health System Development. At Mayo, she and her teams expanded access to Mayo’s expert clinical diagnostics and best healthcare practices to hospitals small and large throughout the Northeast and mid-Atlantic, resulting in thousands of doctors being able to make better medical decisions and improve health outcomes. Kathy has received multiple awards and regional recognition for her sales achievements and dedication to helping and developing others.  

A graduate of Union College with a B.S. in Computer Science and Psychology, Kathy possesses a unique combination technical and personal skills. She is a consultant and educator and has founded and served on various non-profit boards in the health and technology industries. Kathy is based out of Albany, NY. 

3 ways to know if outsourcing your recruiting is right for you

Written by M3 Placement on . Posted in News & Insights.

For many hiring teams being stretched too thin has just become a part of the normal routine of things. But there is a better way. You can partner with a firm that specializes in the talent management process that will allow you to grow and succeed so you can focus on what’s most important.  

So, is outsourcing your recruiting efforts right for you?  

  1. Your HR or hiring team is overwhelmed or understaffed 
    If your team needs to hire for many roles but the task seems daunting, you may want to consider bringing on a partner who can help you to screen, interview, and place candidates for you.  
  1. You don’t have a hiring team and you are experiencing a high volume of growth.  
    We’ve been there. Your business is growing and now you’re in need of account managers, finance department support staff, marketing professionals, or a human resource professional. Don’t get stuck waiting for your schedule to open up to tackle these important roles. Extend your team with an outsourced recruiting firm. They’ll act as an extension of your team, reaching out to applicants on your behalf and creating an optimum candidate experience to ensure the best talent makes its way to your company.  
  1. You can’t give the attention you want to your hiring process 
    Today’s job market is competitive and the Society of Human Resource Management estimates that it costs around $4,500 per candidate to hire for a new position. If you don’t have time to customize a carefully crafted recruiting strategy you could be wasting your valuable dollars. A partner in outsourced recruiting will design a bespoke strategy tailored to your company’s goals, vision, purpose, and values to ensure only the best candidates finds their way to you.  

If these apply to you- we’d love to get to know you and create a custom plan to tackle your specific needs and challenges. Our services include a complimentary 30-minute phone consultation to design a plan that’s right for you. Whether you need help for three months, six months, or indefinitely we can build a plan that helps you the top talent you need to succeed.  

Email us today at hello@m3placement.com.

Paul Moskowitz || Chief Human Resources Officer, Board Advisor & Transformation Expert || https://www.linkedin.com/in/paul-moskowitz/

Written by M3 Placement on . Posted in Advisory Board.

Forward-thinking Global Business Leader and Corporate Officer with deep experience in human capital strategies for the achievement of business goals. Transformation expert with a track record of success in culture evolution, executive compensation and succession planning, talent management, change management development and integration execution, corporate governance, labor strategies and corporate social responsibility, including diversity, equity & inclusion.

In C-Suite leadership roles at large, publicly traded companies, interfaced closely with Boards of Directors, serving as liaison between executive management and Boards. As Global HR leader and executive team member at Sysco, spent 40% of time working with Board of Directors, providing support to Compensation and Leadership Development Committee, Corporate Governance and Nominating and Corporate Social Responsibility Committee. At Dean Foods Company, provided primary executive support to Board of Directors Compensation Committee and Governance Committee.

Select Board-Level Competencies include the following:

  • GLOBAL PERSPECTIVE
  • STRATEGY & EXECUTION
  • TALENT DEVELOPMENT
  • CORPORATE SOCIAL RESPONSIBILITY
  • MANAGING CHANGE
  • COMMUNICAITON

Sysco Corporation, Houston, TX: 2011 – 2021

  • Executive Vice President, Human Resources

Dean Foods Company, Dallas, TX: 2007 – 2010

  • Executive Vice President, Chief Human Resources Officer

Yum! Brands, Dallas, TX: 1996 – 2007

  • Chief People Officer, Pizza Hut USA: (2004 – 2007)
  • Vice President, Field Human Resources/Training, Pizza Hut USA (2001 – 2004)
  • Senior Director, International Human Resources, Tricon Restaurants International: (1997 – 2001)
  • Director, Global Human Resources, Tricon Global Restaurants (1996 – 1997)

Darden Restaurants, Inc., Orlando, FL: 1994 – 1996

  • Vice President, Compensation and Corporate Employment

Brinker International, Dallas, TX: 1992 – 1994

  • Director, Compensation and Benefits

Towers Perrin, Los Angeles, CA & Dallas, TX: 1988 – 1992

  • Compensation Consultant

Blair Jones || Managing Director, Semler Brossy || https://www.linkedin.com/in/blairnewtonjones/

Written by M3 Placement on . Posted in Advisory Board.

Blair has 30 years of experience in executive compensation consulting, primarily advising public company boards but also private and pre-IPO companies. Blair has extensive experience across the healthcare, retail, consumer products, automotive, and aerospace industries. She has deep expertise in advising boards on company transitions, significant investor concerns, and an expanding human capital management mandate.

Blair brings insights from across her client work to drive richer Compensation Committee conversations. Her work with global companies informs her guidance on navigating disruptive change and sensitivity to stakeholder priorities. Blair is particularly adept at raising critical issues and considering the larger equation of leadership performance amidst transformation. Work with private equity portfolio companies and turnarounds attunes Blair to the power of strategic messages, clear performance measures, and meaningful goals. Blair’s investor and advisor network keeps her ahead of governance issues.

Blair began her career at Bain & Company and brings that strategic training to her work. Later, she was Practice Leader in Leadership Performance and Rewards at Sibson Consulting, which informs her perspectives on the role of executive compensation in driving leadership performance. Blair holds designations of Certified Benefits Professional (CBP), Certified Compensation Professional (CCP), and Certified Executive Compensation Professional (CECP). She has been recognized by NACD yearly from 2013-2022 as a Directorship 100: Governance Professional honoree.

Blair regularly speaks at leading board of director and executive forums and is a prominent author in the executive compensation space. Blair was a many-year member of the Executive Rewards Advisory Council for WorldatWork and co-founded WorldatWork’s Women in Executive Compensation and Regional Executive Compensation Roundtables. Blair participates in broader governance dialogue at the steering committee of the U.S. 30% Club and Harvard Law School Corporate Governance Roundtables.

Donna Hughes || Founder and CEO, Hughes Solutions, LLC || https://www.linkedin.com/in/donnamhughesjd/

Written by M3 Placement on . Posted in Advisory Board.

Donna Hughes, JD, is the Founder and CEO of Hughes Solutions, LLC, an executive coaching and human resources consulting business. Hughes Solutions’ mission is to enable senior and emerging leaders, particularly women and people of color, to excel in their leadership capabilities, and positively shape their teams, organizations, and communities.

Over the course of her career in Fortune 500 global organizations, and a not-for-profit organization, Donna gained the respect of executive leaders and corporate boards for her ability to drive positive cultural change through instilling inclusive leadership, and for her legal and business acumen. Donna most recently served as the Chief People Officer for EmblemHealth, one of the nation’s largest not-for-profit health insurers. Donna’s career and contributions at EmblemHealth were showcased by Profile Magazine’s December 2019 article, “How Donna Hughes Guides Teams along the ‘Curve of Change’”.

Donna’s prior roles include SVP, Human Resources, for Impax Laboratories, Inc., Vice President, Labor & Employment for Allergan, plc, and Director and Assistant General Counsel for Circuit City Stores, Inc. Her rise through progressive leadership roles in the field of law to the C-suite was showcased by American Healthcare Leader’s December 2017 article, “Seizing New Opportunities for Growth”.

For her contributions in leadership, Donna was recently named to Crain’s New York Business’ 2022 list of Notable Black Leaders and its 2021 list of Notable Leaders in Healthcare. In addition, Donna was named to Crain’s New York Business’ 2020 list of most Notable Women in Talent and recognized as one of Diversity Leadership, Inc.’s 2021 national list of “Top 50 HR Professionals”.

Donna is a sought-after speaker for institutions of higher education, national organizations, and has been a guest podcast speaker on various topics including, the value of coaching, conscious leadership, diversity, equity and inclusion, culture transformation, and leading organizations through the Covid-19 pandemic and social unrest. In October 2021, Donna was the featured speaker at the Le Moyne College, Madden School of Business program “Conscious Leadership and Culturally Competent Healthcare.”

Donna received her Juris Doctor from Rutgers University School of Law-Newark, her Bachelor of Arts from Rutgers College, Rutgers University. She is a graduate of the International Coaching Federation (ICF) Accredited Coach Training Program (ACTP).