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Author: M3 Placement

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. 

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.

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. 

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).

Harriet Harty || Retired Chief Administrative Officer, ADT || https://www.linkedin.com/in/harriet-harty/

Written by M3 Placement on . Posted in Advisory Board.

Harriet Harty is a Senior Business Executive who brings the strong combination of Human Resources expertise and financial acumen. Throughout her career, she has championed, influenced, and inspired values-based cultures that drive performance by aligning HR strategies with business needs.

Harriet is currently ADT’s Executive Vice President and Chief Administration Officer where she is responsible for Human Resources, Real Estate & Facilities, Corporate Security, Employee Health & Safety Compliance, and Business Continuity. Prior to joining ADT, Harriet served as the Executive Vice President and Chief Human Resources Officer at Sompo International. Previous to, Harriet served over 23 years at Allstate Insurance Company in various leadership roles, including their Chief Human Resource Officer.

As Executive Vice President of Human Resources for Allstate, Harriet functioned as the Chief Human Resources Officer and led an HR organization of more than 600 employees dispersed across the globe. She held responsibility for all human resources functions, including recruitment, development, and rewards for more than 70,000 employees and exclusive agents. She led and advised the Board of Directors and facilitated the Compensation and Succession Committee meetings, most recently successfully designed and implemented a succession plan for the retirement of the President of Allstate, and developed and executed innovative, data-driven talent strategies, including preparing the organization for the workforce of the future.

Harriet also has extensive Board of Directors experience, having served on the Advisory Board Member for After School Matter and a Board Member for Women Employed. She earned a Master of Business Administration in Marketing from the University of Illinois at Chicago and a Bachelor of Science in Accountancy from Northeastern Illinois University in Chicago. She is also a Certified Public Accountant.

Harriet is a native of Chicago and currently lives in Park Ridge, Illinois with her husband, John and daughter, Carissa. She enjoys exercise, reading and traveling with her family.

Jim Carrick || Technology Leader and Business Development || https://www.linkedin.com/in/jim-carrick-4053b845/

Written by M3 Placement on . Posted in Advisory Board.

Netegrity provides Call Center Services for telephone companies and municipal Internet Service Providers.

Jim joined ComSource in January of 2018 as president where he is responsible for customer satisfaction and growth, through geographic and product portfolio expansion. He was the Chief Executive Officer of LPA Software Solutions. Prior to bringing a team together to acquire LPA in 2015, Jim served as President and CEO of Polaris Library Systems and Strategic Computer Solutions (SCS). Jim and his leadership team at SCS grew the business from a $16 million company to a $140 million company in 7 years and he and his team grew Polaris from $8 million to $18 million from January 2010 to March 2014.

Before joining SCS, he spent 19 years at IBM in various sales and sales management positions. As CEO, Jim focuses on growing the company and ensuring the management team is empowered to follow its strategic direction. He has served on several boards including:

  • CNY Regional Economic Development Council
  • LeMoyne College
  • CenterState CEO Tech Garden
  • Blue Highway
  • Crouse Hospital
  • The Boys and Girls Club
  • Jim and Jill Boehiem Foundation

Jim has a B.S. degree from Stonehill College and an M.B.A. from Syracuse University. He completed the IBM Client Executive MBA program at Harvard Business School. He and his wife Peggy, have 3 daughters and live in Fayetteville, NY. The entire family enjoys golf, running, cycling, traveling and SU athletics.

Tara J. Agen || Retired HP Inc Executive || https://www.linkedin.com/in/tarajagen/

Written by M3 Placement on . Posted in Advisory Board.

Tara J Agen has been at HP 29.5 years and is currently the Global Head and Vice President of HP marketing Strategic Planning, Operations, Marketing Technology (MarTech). In her role, she leads strategic corporate planning; Purchase to Pay Operations; Privacy/Consent/Cyber; Marketing Automation & Architecture; Content/Digital Asset and CRM Platform Services; Agency Strategy, Management and Governance; Marketing Lab–HP’s training & career path development experience for Marketing employees, and Marketing Audit, Cyber and M&A integration. She co-leads HP’s Industry Pillar to drive and deliver indirect supplier diversity and ESG focus for HP with Black/African American owned businesses and Black/African American supplier talent, a HP Board directed initiative and CEO driven MBO for his exec leadership (ELT) team. By CY22 end, the CEO and ELT will be at 136% of goal.

Prior to this position, she was Vice President and General Manager of the Personal Systems Displays and Accessories (D&A) global business unit. In the role, she was accountable for leading the Displays and Accessories business unit’s $36B market opportunity for HP. As General Manager, Tara managed portfolio creation and end-to-end business success in the 166 countries the portfolio’s products were marketed/sold in. Tara reinvented select D&A’s operations: business strategy for both organic & non-organic accelerated growth; adding a current business management function; elevating innovation through advanced engineering and delivering a breakthrough portfolio in a focused new product introduction way. The result of this reinvention grew business double digits two years in a row, including 16% topline and 34% bottom line growth in 2018.

Prior to running an HP Business, Agen was Personal Systems Chief of Staff and Executive Director running planning and operations for the $32 Billion business. Tara managed the day-to-day staff and employee engagement operations for the President and his Staff for 3500 employees. During this experience, she was able to help turnaround the $10 billion Consumer PC business as well as redesign the PC product lifecycle planning process.

Throughout her HP and Hewlett-Packard career history, she has held a variety of strategy, marketing, business management, operations, planning leadership roles across Print, PCs, Storage, and Servers. Her three most memorable breakthroughs include becoming an inventor of a patent for a unique computer accessory in both the U.S. (Patent # 11,160,341) and China in 2022 and 2016; building a unique bridge between HP and her community’s need to print more sustainably in Suffern, NY in 2008 and being on record as part of the start-up team that built the fastest growing $1billion business in Hewlett-Packard history, HP Pavilion PCs in 2006.