All posts tagged: Recruiting

Recruitment Tips: Hire Smart

This piece is an adaptation of a previous article written by Roberta Borer in 1995, who was a former SVP here at Bristol Associates, Inc. Roberta was in the executive search business for over 30 years and specialized in the healthcare industry.

The competition to attract, recruit, and retain employees is keen. As an employer, how do you make your job offer the one top candidates accept?

Before starting the hiring process, use the need to hire a new employee as an opportunity to examine the organization and the reason why past employees left. Take an objective look at the program and use this vacancy as an opportunity to correct or amend what can be done to benefit the organization.

Is this a “fill-able” job? If the company is experiencing high turnover, consider the following: Is the compensation offered appropriate for the position? Is the position the right need for the company? Is the company in a geographic location that makes it challenging to attract top-notch candidates?

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[image] businessman jumping over hurdles / recruitment challenge

A recruiter has the opportunity to interact with diverse candidates and clients, which can lead to unique experiences for each search. While it is the recruiter’s responsibility to alleviate the absence of talent for companies needing to hire, what happens when the recruiter encounters obstacles that can hinder the recruitment process?

Our executive recruiters share recruitment challenges often faced during the search process, and helpful strategies to overcome them.

Recruitment Challenge #1: Lack of Available, Qualified Candidates

With a low unemployment rate, it is becoming increasingly difficult to find candidates. Nearly half of U.S. hiring managers report that they do not see enough qualified candidates when they have an open position. Simply employing the same tried and true recruiting methods will be insufficient in the current candidate market.

In hiring environments such as this, recruiters should be creative and proactive in their sourcing methods to find the right candidate. Networking, industry-specific job boards, and social media platforms are all ways to find candidates. Many organizations still do not utilize these channels effectively.

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businessman with question marks over head thinking about executive recruitment questions
For potential candidates unfamiliar with the executive recruitment process, it’s common to have questions before feeling comfortable submitting a resume or participating in the hiring process of a career opportunity. At Bristol Associates, our executive recruiters do their best to give helpful and candid guidance that is beneficial to both the candidates and clients of our business.

We asked three of our recruiters to give their insight on commonly asked questions they received while working with candidates during the executive recruitment process.

Q: Can I call you to discuss the position I saw advertised on your website?

David Alford, Director

A: As recruiters, we are on the phone much of the day. To save us time and not waste your time, we like to get your resume prior to scheduling a conversation to ensure that the position you saw advertised is a good fit for both you and our client. Click here to submit your resume through our website.
 

 

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Three Generations of Bristol Owners Group Photo

(From left to right: Ben Farber, Lucy Farber, Sandie Bright, Jim Bright Jr., Nora Bright)

In the spring of 1967, Jim Sr. and Sandie Bright, founders of Bristol Associates, started up the Los Angeles Franchise of Roth Young Personnel Services. Jim and Sandie believed that honesty was the foundation of the recruiting company and incorporated this virtue throughout their work.

When Jim Sr. passed away in 1982, their son, Jim Bright Jr., and his wife, Lucy Farber, bought into the business as the President and Vice President. In 1990, the company separated from Roth Young and became Bristol Associates, which was inspired by the park nearby their office, Bristol Parkway. Under Jim Jr. and Lucy’s leadership, they integrated supporting their family, fostering their employees, and building long-term relationships with their clients and candidates into the business.

In 1997, Sandie retired after 30 years of service, and it wasn’t long before Jim and Lucy’s nephew, Ben Farber joined the team straight out of college diving into the Casino division. Nora Bright, Jim and Lucy’s daughter, began working full time at Bristol in 2013. The following year, Jim and Lucy retired and sold their business to Nora and Ben, who took ownership as the third generation. In 2017, Nora discovered her passion for marketing and decided to go back to school to pursue this interest.

This year, Ben represents the third generation of family leadership as the Owner and President of the company. Bristol celebrated its 50th Anniversary in June 2017. Past and present employees came together to eat, reminisce, and share the milestone as a family. In addition, the business launched a rebrand with a new look while retaining the core values of Bristol.

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When searching for a dream candidate, creating a formal job description may seem tedious and time consuming. Dismiss that notion – aside from important HR functions, such as limiting legal exposure and clearly defining a role, a well-written job description is an important element in attracting the ideal candidate; in many cases, it’s your first impression!

In the recruiting world, passive candidates (people not actively looking for new opportunities) are generally going to be attracted to advancement as their criteria for considering something new. However, keep in mind that career growth is subjective: increased pay, higher title, more responsibility, better property/location, and an improved work/life balance are among the numerous considerations one makes before accepting an offer.

Bristol’s Account Executive Sean Parry shares 5 vital tips to improve a company’s job description to increase candidate interest.

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bristol-resume-typewriter

by Nora Bright and Ben Farber

In the search for a new hire, Executive Recruiters and hiring managers may review quite a few resumes. With a lot of competition for jobs, a candidate’s resume needs to stand out. Bristol’s President, Ben Farber, and Vice President, Nora Bright, offer firsthand advice on what to include that will set your resume — and yourself — apart.

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Bristol’s client, DEQ Inc., is a casino table games manufacturer in the midst of making big changes to their business. DEQ needed a new CFO, to be based in Las Vegas, “who can keep up with a sharp, poised and decisive leader.” In addition, the candidate would be tasked with overseeing installation of a new accounting system, have expertise with public filings and be comfortable operating in a regulated environment.

The right candidate was not easy to find; he or she needed to have appropriate finance management expertise and previous experience in the manufacturing side of the business (different from the operator side). Bottom line, says DEQ President and CEO, Joe Bertolone, “They need to move fast and take the bull by the horns.”

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Human Resources Interview Recruitment Job Concept

In this article we continue our series on the “candidate-driven market.” In the strong economy, companies are hiring for more positions, and thus candidates are in higher demand to fill them. Companies now have to work harder to attract strong talent, and even harder to retain them once they come on board.

Our last article by President Ben Farber was about how to recruit passive candidates in the current job market. However, there are also policies your organization can implement internally to have access to the best talent in your field. Below are six tactics we recommend to engage both current and future employees.

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Business Woman Has To Choose Between Two Way

This is the second installment of our series “Ask a Recruiter,” in which we pose a question to our executive recruiters about hiring, interviewing, the job search, and more. If you have any questions you’d like to ask for this series, please leave them in the comments.

Question: How do I decide between two strong final-round candidates?

Answers:

what makes a candidate stand out

Kelly Nelson, Executive Recruiter specializing in the Hospitality and Tourism industries

Ultimately, the final decision between two fully qualified candidates should be based on your corporate culture.  I always suggest that clients choose candidates that are complimentary to their culture, and compatible to the personalities and work habits of existing staff.  This will require some diligent work early in the interview process. 

The real concern should be employee retention.

Too many clients make the final decision based on salary, relocation cost, or other economic concerns.  The real concern should be employee retention, and the ongoing need to build a consistent and balanced organization, reflective of your mission and your culture.

Kristina cropped headshot small

Kristina Paudler, Executive Recruiter specializing in the Hospital and Healthcare industries

When faced with making the decision to hire one of two strong candidates, I would always suggest conducting another interview and bringing in another hiring authority or leader from a department who might be interacting with this candidate regularly. Rather than focusing on skill sets and qualifications as the basis for the interview, I would recommend conducting an interview focused on emotional intelligence and personality. Considering a candidate has made it this far into the interview process, it’s clear that they’ve got what it takes to get the job done; but what about their personality or ability to align with your company’s culture? Do they possess the qualities that support the vision of the company and interact well cross-functionally? Does the candidate get excited about the mission and vision of the company and speaks passionately about it?

I would recommend conducting an interview focused on emotional intelligence and personality.

Additionally, understanding how they manage, communicate and lead people is critical. Asking more situational questions geared towards how they reacted or would react to certain scenarios could be examples in helping determine a tough hiring decision.

If after multiple rounds of interviews candidates are still equally favored, another recommendation to organizations about deciding between the two candidates would be—can the company hire them both? Is there another opportunity within the organization that one of candidates might be suited for also? Gosh, if they’ve identified two solid candidates, why not reap the rewards rather than run the risk of losing a potentially stellar employee who is passionate about the company!

If you’re interested in working with Bristol Associates, click here if you’re an employer, or here if you’re a job seeker.