February 2017

Fat-Free Hiring

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Did you know that automation could be slowing down your hiring? Why? Because it may not be the right automation. And you may not be using automation correctly for your circumstances. Watch this video to learn the questions you must ask to ensure that you’re engaged in fat-free hiring.

Scott WintripFat-Free Hiring
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Heroic Partnerships: A Conversation with Kristen Harris of Portfolio Creative

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This is the fourth in a series of podcasts on Heroic Partnerships (the first one can be found here, the second here, and the third here).

Joining me for this session is Kristen Harris, COO and Co-Founder of Portfolio Creative in Columbus, Ohio.

Founded in 2005, Portfolio Creative is an award-winning recruiting and staffing firm. They partner with corporations, retailers, and large creative agencies to help solve creative workforce challenges.

In this conversation, Kristen talks about her firm’s partnership with an MSP (Managed Service Provider). What some may find surprising, especially those in the staffing business, is how a relationship with an MSP became heroic.

An entire chapter of my forthcoming book, High Velocity Hiring, provides more details on how to create Heroic Partnerships. Visit the book page for more information.

Scott WintripHeroic Partnerships: A Conversation with Kristen Harris of Portfolio Creative
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Practical Humility: A Key Trait of Top Leaders

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What differentiates the most successful leaders from others? It’s not just one attribute that helps them be effective. However, there are a handful of traits that are increasing in their importance. I cover these traits in my book, High Velocity Hiring, one of which is practical humility. I had a chance recently to discuss this and other important details of being a leader with Lesa Francis, President and CEO of Supplemental Health Care.

Scott: You’ve had a successful career as an executive in several companies. To what do you attribute your success? 

Lesa: There are certainly many factors that have helped me in my career. Some aspects came from personal experience and others from a business perspective.

On a personal level, the fact that I have had a strong work ethic my entire life has served me well. I am also fortunate to be surrounded by a great support system—my husband and family. As a result, I did not have to make a choice between having a family and furthering my career.

In business, I have had some fabulous mentors throughout my career. Several were in the early days when I needed their example and direction most. Those relationships molded me into the type of leader I am today. I have also been fortunate to be surrounded by incredibly talented teams at every company where I have had the privilege of leading. I firmly believe in the saying, “hire people as good or better than you and you will succeed.” Following that advice has certainly been key to my success.

Scott: I’ve heard you say that you see yourself as an executive, not a “female executive.” Why is that important?

Lesa: In a work setting, I rarely think about my gender. I’ve worked with many great leaders both male and female and I’ve never felt that their gender had anything to do with their success or their impact of being a mentor to me. My feeling is the less you pay attention to being male or female in your job, the less impact it will have on your career. I’ve often had someone else point out to me that I was the only female in the room and I sincerely had not noticed. My experience has been that if you do not let a perceived difference get in the way of how you view yourself, others won’t either.

Scott: You have a trait I refer to as “practical humility.” CEO’s with practical humility hold people responsible for doing their part while remaining compassionate as a leader. How has your practical humility helped you in each of your executive roles?

Lesa: I like that phrase “practical humility” because it describes how I want to be viewed as a leader. I am sincerely grateful for my success and career. I do realize that I may not necessarily be smarter or more talented than others, I have just had bosses that trusted me and allowed me to take on more and more responsibility and I am eternally grateful for their belief in me. I think when you are truly grateful and humble you know you need to work hard, be dedicated, treat people fairly, and be open to feedback in order to be successful. I think people are drawn to leaders that appreciate them and make them feel valued. I think the best leaders know they can’t do it all and need talented people on their teams in order to reach their goals.

Scott: Many organizations appreciate their staffing providers, and lots of staffing firms have positive experiences with the organizations they serve. But there’s also a growing group of organizations and staffing firms that have formed even better relationships—relationships that have eliminated all complaints on both sides. How have they done this? They’ve formed partnerships based upon mutuality: A belief that, for the relationship to succeed, each party must get its needs met. The organization gets the talent it needs when it’s needed. The staffing provider is equitably compensated for the value it provides. Both meet expectations that make the partnership work. As an executive, what steps have you taken to help build more customer relationships with this kind of mutuality? 

Lesa: I believe that mutually beneficial relationships start with listening. Taking the time to listen to your customer and understand their goals and the demands of their business is the foundation of a powerful and positive partnership.  Once you understand what is motivating their expectations and actions, it is easier to create solutions that will provide value. However, I also think that real partnerships come from being confident enough to discuss and challenge expectations that are not reasonable. I personally have seen many examples where companies in the staffing industry will say yes to everything the customer wants even if they don’t think they can perform and then fail to deliver. I have found that if I discuss barriers and produce data to support a concern, customers will actually respect me more. I have always encouraged individuals I have worked with to have the courage to be honest about expectations with their customers. I have developed some of my longest, most rewarding customer relationships by not necessarily telling them what they wanted to hear, but by giving them honest feedback, which they needed to hear.

Lesa was just named to the 2017 Staffing 100, a list of the most influential leaders in staffing. The company she leads, Supplemental Health Care, was founded in 1984 and was originally created to give healthcare organizations access to traveling psychiatric and operating room nurses and technicians. Since that time, they’ve continued to expand their service and geographic footprint.  Today, through a network of more than 60 local offices in major markets across the U.S. and four national divisions (Travel Nursing, Travel Allied, Supplemental Physicians, and Advanced Practice), they place a variety of nursing, therapy and imaging, physician, and physician assistant professionals in facilities from coast-to-coast.

Scott WintripPractical Humility: A Key Trait of Top Leaders
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Heroic Partnerships: A Conversation with Mario Soto of Helpmates

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This is the third in a series of podcasts on Heroic Partnerships (the first one can be found here and the second here).

Joining me for this session is Mario Soto, CSP, Director of Operations for Helpmates Staffing Services in Southern California.

Helpmates has served the staffing needs of clients for more than 40 years. Their team is made up of 100% Certified Staffing Professionals (CSP)™. Helpmates has earned the prestigious “Best of Staffing” award for eight consecutive years through Inavero Institute, an independent professional services market research firm.

Be sure to pay particular attention to what Mario has to say midway through the podcast when he talks about how he brilliantly handles dishonesty, and how this improved a difficult relationship.

An entire chapter of my forthcoming book, High Velocity Hiring, provides more details on how to create Heroic Partnerships. Visit the book page for more information.

Scott WintripHeroic Partnerships: A Conversation with Mario Soto of Helpmates
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Heroic Partnerships: A Conversation with Jim Essey of The TemPositions Group of Companies

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This is the second in a series of podcasts on Heroic Partnerships (the first one can be found here).

Joining me for this session is Jim Essey, President and CEO of The TemPositions Group of Companies.

Founded in 1962, The TemPositions Group of Companies is one of the country’s largest regional full-service staffing agencies offering temporary, contract, temp-to-hire, direct hire and recruitment process outsourcing services. TemPositions serves the New York, Connecticut, New Jersey and Northern California markets.

An entire chapter of my forthcoming book, High Velocity Hiring, provides more details on how to create Heroic Partnerships. Visit the book page for more information.

Scott WintripHeroic Partnerships: A Conversation with Jim Essey of The TemPositions Group of Companies
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Five Tips to Network for Top Talent

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Word of mouth is a powerful way to find great talent and fill open positions. It’s also often overlooked. Why? Because people forget to ask for this help. Plus, they don’t realize the potency of this stream of talent.

Just how potent are referrals? In reviewing the hiring practices of 70 companies last year, there was a pattern. Those whose employees at all levels of the organization networked for referrals filled their jobs four times faster than those that did not.

Tip #1: Don’t be afraid to ask for help.
If there’s a “magic bullet” for effective networking and getting quality referrals, it’s this: just ask for help.

Simply telling someone that you need help—even saying the word itself—creates an important dynamic. It’s human nature for us to help one another. When you use the word “help,” you’re reminding the person you’re asking of your shared humanity. This simple approach often paves the way for people to be generous in pointing you in the right direction.

Tip #2: Realize a little goes a long way.
Investing a few minutes each day in referral recon pays off in dividends. And it’s easy; it doesn’t even feel like work.

When a vendor stops by, ask for their help with referrals; at the local office supply store or that restaurant where you’re having lunch, network with the employees you meet; a phone call to a friend could turn into two or three candidate referrals. Small, quick inquiries such as these can turn into big wins when you find a great person to hire.

Tip #3: Get specific with qualities you’re looking for.
Don’t just ask your contacts for referrals to people who are looking for a job. Ask for referrals to the specific type of person you want to hire.

For example, if you’re looking for a store manager, you might say, “Who do you know that is good at managing a retail store? I’m looking especially for someone who listens more than they speak.” This precision helps the person you’re asking thoroughly “search” their mental Rolodex for the right person amongst the hundreds of people they know.

Tip #4: Don’t forget to ask your “obvious” networks for referrals.
How often do you ask current employees for their help with candidate referrals? What about their family members, or the previous employees who left your organization on good terms? Have you asked your own family and friends to put you in touch with referrals they know?

It’s easy to overlook the obvious resources for strong referrals. This oversight comes at a cost. We’re likely missing out on the insight of the very people who are most likely to want to help us.”

Tip #5: Remember the most important “rule” to attracting great talent.
The best attractor of top talent isn’t high salary or fancy titles; it’s being a great place to work. Make sure your organization has a positive and engaging environment and you’ll develop a reputation as an enjoyable place to work. Then when you network and request referrals, the people you ask will go out of their way to refer their friends and colleagues to you.

Reaching out to the people you meet—as well as those you already know—can connect you with impressive talent. Make referral generation a regular part of your tasks, whether you’re the CEO or in a staff-level role. Before you know it, you’ll realize that good people are easier to find.

Scott WintripFive Tips to Network for Top Talent
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Heroic Partnerships: A Conversation with Kelly McCreight of Hamilton-Ryker

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Welcome to the first in a series of conversations about Heroic Partnerships. What are Heroic Partnerships? They’re highly effective relationships between organizations and staffing providers. These partnerships are based upon mutuality: A belief that, for the relationship to succeed, each party must get its needs met. The organization gets the talent it needs when it’s needed. The staffing provider is equitably compensated for the value it provides. Both meet expectations that make the partnership work.

Who will benefit from this podcast? If you’re involved in hiring in an organization, these conversations are for you. If work in a staffing or recruitment company, these podcasts are for you too. Forming Heroic Partnerships requires that everyone does their part to make these relationships work.

Joining me in this first podcast is Kelly McCreight, President of Hamilton-Ryker.

Founded in 1971, Hamilton-Ryker is a total workforce solution and industry leader for the provision of industrial, administrative, and information technology staffing, as well as, recruiting, management consulting, and information technology solutions.

Headquartered in Tennessee, Hamilton-Ryker has 35 locations across the U.S.

An entire chapter of my forthcoming book, High Velocity Hiring, provides more details on how to create Heroic Partnerships. Visit the book page for more information.

Scott WintripHeroic Partnerships: A Conversation with Kelly McCreight of Hamilton-Ryker
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