Hire the SuperStar

Hire the SuperStar

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More with Less

Last month, I suggested the following:
The methodology for maintenance will not be the methodology for growth.

Today, I would like to discuss doing more with less.

R-3, Inc. has partnered with PowerSkills Solutions (www.powerskills.com). PowerSkills brings a distinctive competence in Relationship Capital Management to ensure that clients cultivate and leverage the right relationships to successfully execute their growth initiatives. This includes a rich implementation toolkit for strategy execution — Powermapping® consulting services; PowerSkills Competency Model® learning system; PowerSkills Agenda® and PowerSkills Playbook® on-demand applications

We work with clients to define and tailor strategy-to-execution programs to anticipate the next wave of hiring. Our expertise in developing playbooks for growth initiatives is applied with a proven implementation framework to align market, company, team and individual success. Practical solutions encompass strategic assessments; best practice research, intensive planning workshops, program design, program management, change management and learning services.

While the tactical aspects of the hiring, such as which area will begin adding additional talent, the most pressing and difficult part is creating a unified corporate culture. Integrating new employees with existing personnel is a very delicate process, and for companies to see the gains they originally sought, the alignment of people and process is the critical success factor.

Let me suggest an easy and practical first step. We would conduct a Recruiting Audit, which will use our checklist for the critical steps and activities in ‘Hiring the Right Person’. After the audit, we will present our analysis and recommendations.
This will be done a no cost to you!

The Resume that Works!!

THE RESUME THAT WORKS
BY
Bob Thomason


Eventhough, I have not offered a resume writing service, I have been asked for advise and guidance in developing a resume. This pamphlet is meant to be a help for someone who wants their resume to work . The result of the work is an interview or a call - all leading to getting a job.

1. Your resume should sell and qualify you for the job!
Develop an objective - make it specific:
Objective: Sales Manager in a Software Company
Objective: Process Engineer with Printed Circuit Board Company
Make your resume ‘qualify’ for the objective.
Highlight the supporting experience and downplay the irrelevant (to this objective) experience. You may develop more than one resume to meet the different jobs that you qualify. This exercise will also eliminate the jobs ‘you would like to do’ or ‘you think you can do’, but are not qualify. This is sometime difficult to admit that a company will not ‘pay’ for all your experience. The Job Market is very specific. Companies expect you to be productive the minute that you get in the door. So focus on the jobs you are qualified for and a company will the pay money that you expect and deserve.

2. What do people read in a resume? -- What they recognize!
A person reading your resume will immediately read the things that they relate to - Degrees, Schools, Companies, and Job Titles. If you attended a school that is well known and respected, put it first (after your name and address). Highlight company names and job titles. If a company is not well known, explain the product or service in one sentence. This is really a trick to get someone (HR or some ‘filter’) to keep reading your resume and hopefully find the reason to call you and invite you in for an interview.

3. Think of your resume as a proposal!
Every good proposal has an Objective (#1), an Executive Summary, and the detail. The ES contains the vital information for people who don’t read the whole proposal. Your resume ES are Highlights, Awards, Patents, Accomplishments in bullet form - and very short. The detail should have all the backup data in reverse chronological order. Give the most detail to the Jobs that qualify for your objective and are the most recent.

4. Your resume should not raise questions!
You are not going to get hired on your resume - but how well you can do the job the company is looking to fill. Your resume is like your birth certificate! Check for spelling, dates that match (no gaps), and forget items they don’t have a right to know - your age, marital status, hobbies, etc..

5. If your resume got you there - don’t blow it - be prepared!
People Do Not get hired for two (2) reasons:
#1 - You know nothing about the job or the company - you are not prepared. Do some research and rely on your agent.
#2 - You are not enthusiastic - try to avoid interviews on Friday, especially late, or after a long flight or drive.
Basically - don’t say NO (in word or action) before the offer is made.

Sample
Christopher Goelli
14 Howard Street
Annapolis, MD 21239
410.639.9900
goelli@hotmail.com

Objective: Vice President of Sales – Direct or Channels


Accomplished professional offering a powerful combination of managerial talent, corporate leadership experience, and sales and marketing expertise. Key strengths include:

§ Quota attainment has averaged 160% for 5 straight years.
§ A demonstrated talent for exceeding revenue and profit goals for ten years by driving innovation, facilitating change and maximizing organizational performance across all business areas.
§ Four major Programs in launching ambitious go to market strategies, business development plans and sales programs for government and private industry sectors.
§ More than six years of experience in managing high-profile, national accounts and global sales channels.
§ Impeccable record of achievement in evolving business processes and engineering synergistic solutions to capitalize on emerging market demands and revenue opportunities.
§ Managed a operating budget of over $1million.
§ Appointed by CEO to a five-member task force charged with guiding the corporation's evolution from a product-based sales process to a solution-based sales organization. Play an instrumental role in the analysis and re-engineering of all business operations and systems related to sales and fulfillment activities.
§ Recognized as the Top Revenue Producing Region for the company in 2002.
§ Achieved over 30% of company revenue.
§ Achieved ranking as the Number One Regional Vice President in actual performance to forecast business in 2002.
§ Ranked as the Number Two Revenue Producing Region for 2001.
§ Led channel to achieve a $30 million total contract value quarter on quarter growth.
§ Managed over a $1million dollar operating budget.
§ Initiated a strategic alliance relationship with a Fortune 100 client.
§ Orchestrated the opening of the company's first joint sales office in Tokyo, Paris and Frankfurt.
§ Initiated and closed the company's largest single event implementation generating $3.1 million in total contract value year to date.

Education

University of Maryland 1995
Bachelor of Arts, Mass Communications

Career Progression

CRYONETICS, INC., BELTSVILLE, MD 1997 TO PRESENT
Regional Vice President, Channel Development 2003 to Present
Spearhead the transformation of the corporation's go to market strategy and the development of alternate sales channels. Conceptualize and launch channel programs including joint partner plans, revenue sharing opportunities and private label options to expand market share and drive revenue growth. Foster strategic alliances across system integration, consulting, web development and interactive agency organizations; pioneer efforts to open new markets through the careful development and marketing of channel programs. Establish program guidelines and advise sales force in crafting individual account agreements. Create brand identities and sales collateral to define CRYONETICS's unique value propositions for government and private sectors. Orchestrate cross-functional initiatives to alter business processes in support of new programs and emerging market demands.

Regional Vice President, Sales - Southeast 2001 to 2003
Led five sales teams in stimulating sales and profit growth across 10 states and the District of Columbia. Formulated revenue targets and forecasted regional growth within government and private sectors. Executed ambitious business plans in alignment with corporate priorities. Cultivated and managed key client relationships. Facilitated the delivery of products and services through the regional pipeline. Held ultimate supervisory responsibility for more than 50 professional staff.

Senior Director, Global Channel Development 2000 to 2001
Established and managed sales channel which generated $140 million in total contract value and accounted for 25% of the total company revenue. Introduced joint partner plans to revitalize sales growth and enhance market penetration. Managed global product development and sales efforts. Devised a global sales and go to market strategy to facilitate the MCI WorldCom/CRYONETICS partnership.

National Sales Manager, Vertical Markets 1999 to 2000
Directed the sales and profit performance of the vertical market team focusing on the marketing of web site management services to Fortune 500 companies in the high-tech, publishing, media, healthcare and hospitality industries. Held full responsibility for business planning and development. Launched progressive relationship management programs to support revenue and retention goals. Initiated preferred provider/partnership relationships with high-profile accounts. Negotiated custom pricing and joint marketing agreements. Collaborated with corporate marketing team to create innovative sales presentation tools, a dynamic Send Literature site, and distinctive product slicks. Oversaw all staffing and personnel functions. Served as lead sales trainer for all new hires in the web site management group.

National Account Manager 1998 to 1999

Account Executive 1997 to 1998

FRONTIER COMMUNICATIONS, TIMONIUM MD 1996-1997

Account Executive

YOU KNOW YOU ARE FROM NEW HAMPSHIRE IF

Now that the NH Primaries are over, let's chuckle:

YOU KNOW YOU ARE FROM NEW HAMPSHIRE IF
1. Your idea of a traffic jam is ten cars waiting to pass a tractor.
2. "Vacation" means going to the White Mountains for the weekend.
3. You measure distance in hours.
4. You know several people who have hit moose.
5. You often switch from "heat" to "A/C" in the same day.
6. You use a down comforter in the summer.
7. Your grandparents drive at 65 mph through 13 feet of snow during a raging blizzard, without flinching.
8. You see people wearing hunting clothes at social events.
9. You install security lights on your house and garage and leave them both unlocked.
10. You think of the major food groups as moose meat, beer, fish, and berries.
11. You carry jumper cables in your car and your girlfriend knows how to use them.
12. There are 4 empty cars running in the parking lot at the convenience store at any given time.
13. You design your kid's Halloween costume to fit over a snowsuit.
14. Driving is better in the winter because the potholes are filled with snow.
15. You think sexy lingerie is tube socks and flannel pajamas.
16. You know all 4 seasons almost wintah, wintah, still wintah and construction.
17. You actually understand these jokes and forward them to all your friends from New Hampshire.

Recruiting as a Project

Overview
Project Management

Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the "critical path", that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always.)

Project Management Productivity Checklist

http://www.managementhelp.org/plan_dec/project/project.htm

http://www.cioupdate.com/career/article.php/3449371 Hiring Plans Make all the Difference

http://www.method123.com/articles/2007/05/14/Hiring-the-right-Staff/ Project Management Job - Recruitment