26 February 2016
In today’s recovering economy, many employers have been faced with a new challenge: how to attract and retain talent in a candidate-driven market. For the nonprofit sector, however, this situation is a little more unique. According to Giving USA’s 2015 report, donations from individuals, corporations, and foundations reached a record breaking $358.4 billion – making the 2009-2014 recovery the fastest on record in 40 years. “The last record was set in 2007, and leading experts had originally believed that it would take longer than a decade for donations to reach these pre-recession levels,” explains Samantha Wolf, a Director within The Execu|Search Group’s Temporary division who specializes in the Nonprofit space. “Fortunately, giving is actually at an all-time high, which means nonprofit organizations are busier than ever! While this has naturally led to an uptick in hiring, many of our clients have found it difficult to fill these positions, and are therefore juggling a very heavy workload.” The reality of the situation is there simply aren’t enough candidates to go around. In fact, the most qualified candidates know their skills are in high demand – putting them in a position where they can be very selective with where they choose to work. If they feel their needs aren’t being met at their current employer or in a job offer, they will simply take their talent elsewhere. That’s why it has become critical for nonprofit organizations to adapt their current attraction and retention strategies to this candidate-driven market. Here are 3 ways to start: Make better, faster offers: With the nonprofit industry facing a major skills shortage, a strong candidate can be hard to come by, and when they do, you can expect them to be interviewing with other nonprofits. “This means that taking too long to make an offer – or not leading with your best offer – can cause you to miss out on a top candidate who has a better experience elsewhere,” warns Samantha. She suggests that employers try streamlining their process by reducing the number of interviews, having candidates interview with multiple parties in one day, and covering more ground in each interview. If you still feel that your process will be on the longer side, you’ll also want to ensure the candidate is always up-to-date on their status. For example, a lack of updates was cited as the most frustrating part of the interview process amongst job seekers and working professionals in our 2016 Hiring Outlook. Stay up-to-date on the latest tech trends: With professional development top of mind, the most talented nonprofit professionals always make the effort to keep their skills up-to-date with the latest industry trends. In this digital age, this involves utilizing the latest technology, ranging from computer infrastructure to streamlined database systems such as Raiser’s Edge and Salesforce. “Nonprofit professionals want to work for organizations that are going to give them the tools they need to enhance their marketability,” explains Samantha. “If you don’t make an effort to adapt to the latest trends, you not only risk missing out on top candidates, but also losing your best employees. I’ve seen candidates turn down offers for this very reason. They were concerned that accepting a role with an organization that used outdated technology would limit their growth potential in the long run.” Expand your candidate pool: When hiring, many nonprofit organizations make the mistake of overlooking applicants from the for-profit sector. “There’s a common misconception that the best candidates have the relevant experience and right set of industry-specific skills,” notes Samantha. “However, this is not an efficient strategy in today’s job market where there is a major candidate shortage. Holding out for the ‘right’ person can negatively impact an organization’s ability to fulfill their mission, so it’s important to keep an open mind about professionals from different industries.” Instead, Samantha suggests focusing on cultural fit and transferrable skills. “When meeting with these candidates, consider your organization’s identity and hire people who reflect it,” advises Samantha. “Those serious about making the transition will work hard to learn the technical skills required of them for success in the role. However, you can’t teach them the inherent soft skills – such as flexibility, adaptability, and personal accountability – that would make them a long-term fit with the organization. Most importantly, you certainly can’t teach them to be passionate about your mission. That has to come from within.” After all, those given a chance to prove their skills and feel that their employer is truly invested in their growth, are the employees who will go above and beyond and will remain loyal to the organization.
25 February 2016
The Execu|Search Group is proud to announce that we have been accepted to the National Association Of Travel Healthcare Organizations (NATHO). Founded in 2008 to promote ethical business practices in the travel healthcare industry, NATHO sets the gold standard for conduct that is aligned among member agencies on behalf of travel healthcare candidates and clients. “As an organization as a whole, we’ve always held ourselves to the highest ethical standards,” says Kyle Mattice, President of The Execu|Search Group’s Health Services division. “We’ve been certified by the Joint Commission for Health Care Staffing Services since 2009, so joining NATHO was the next logical step in the expansion of our Travel Healthcare area of specialization. By ensuring our compliance with NATHO’s strict code of ethics, our travel healthcare team is more equipped than ever to promote industry education and best practices to all of those we work with.” For more information about the National Association of Travel Healthcare Organizations, visit their website at: http://www.natho.org/. If you are a travel professional, or interested in learning more about our Travel Healthcare Services, please contact: Robert Palermo | Director – Travel Allied Healthcare | email@example.com | 212.871.0621 Marc Malpeli | Director – Travel Nursing Healthcare | firstname.lastname@example.org | 857.702.4543
25 February 2016
When entering a new workplace or even maintaining your presence at your current one, it’s important to build trust with your coworkers and supervisors. Though this may seem like common sense, it’s something that takes work, focus, and a little bit of sacrifice to pull off successfully. So whatever your situation, how can you ensure that you develop mutual and effective relationships built on trust? There are a number of ways to go about this, and they all fall under the three Cs: Communication, Consistency, and Courtesy. Communication Be open and honest. As with any relationship, workplace trust is built on honesty and openness to communication. If you make a mistake, own up to it—there are ways to recover from workplace mistakes and none of those involve being dishonest. Spark conversation with your coworkers. Even asking someone how their weekend went can spark conversation, and there are plenty of other conversation starters to get you talking at work. Showing genuine interest in what your coworkers do and sharing your own work are also great ways to forge relationships for the future. Don’t gossip. While being communicative with your fellow employees about things outside of the task at hand can have its benefits, there is one toxic workplace topic you should avoid: gossip. If you feel a conversation veering into gossipy territory, try subtly changing the subject, or at least try to avoid giving any input. Consistency Be punctual. Punctuality isn’t only an important indicator of your work performance; it’s a great way to show your coworkers that you’ll always be there to pick up any slack if necessary, too. Being punctual and reliable will present you as a trustworthy associate, and your coworkers will most likely see you as someone they can rely on. Work hard. Like punctuality, hard work goes a long way in both the eyes of supervisors and peers. Being genuinely interested in what you do and the quality of your work will only help your relationship with those who rely on you and work beside you. Use good judgment. This is an especially important thing to be consistent with. If you make numerous mistakes or poor decisions, you’ll likely be the last person your coworkers turn to—and, subsequently, one of the last people they trust. Courtesy Offer to help. Don’t let yourself get so comfortable in your day-to-day routine that you forget your coworkers! Just as you may need some assistance on occasion, they may need help with their projects. Offering to help them can show that you’re reliable and trustworthy as well as courteous. Be aware of needs other than your own. Simply restocking the paper towels in the kitchen when the roll is empty or asking if anyone would like a cup of coffee before your Starbucks run can say a lot about you. If you take the extra step with such matters, you may even find that coworkers are willing to reciprocate, thus creating a friendlier environment for everyone to work in. Be encouraging. Sometimes, others will have a bad day or make mistakes, and it’s hard to step into their shoes. But doing so and being encouraging and understanding will not only strengthen the relationship between you and your coworkers, it could help them improve their performance, as well.
24 February 2016
Picture this: You’ve gotten to the in-person interview process for a job you have been hoping to land for the past couple of weeks. You’re halfway through the interview and things are going great; that is until the hiring manager asks you a question that leaves you stumped. Or you might not even be stumped, rather, you know your answer to the question and you’re worried it could hurt your chances of getting the job. If you have ever felt this way, remember that you’re not alone. Interviewing for a job and fumbling one or two questions is a fairly common experience, and something the interviewer is prepared for you to do. In fact, this scenario can even work in your favor; seeing how you react to tougher questions and how you handle yourself after you knowingly make a mistake presents a more accurate picture of how you might handle a high-pressure situation in a professional role. In case you want a heads up regarding where a hiring manager might expect you to trip up during the interview, here are some questions to think about before you head in: How did you solve that problem you just described? Bringing up a challenge you had to overcome in a previous role is an excellent way of demonstrating your skills as an employee, but expect the hiring manager to dig deeper and ask how you went about solving that problem. Interviewers know the answer to this question is a long one and, rather than expecting an extremely detailed summary of the problem-solving process, they’re trying to evaluate how you handled it and your willingness to tackle a crisis. While you might be tempted to condense everything into one long, breathless answer, try to take your time so the hiring manager can get an idea of what your problem-solving process is like. What is something you wish you had done differently at your last job? While the interview is a time to sell yourself and your accomplishments, you might be asked to go back and talk about a particular failure you had at a previous job. This question is designed to make you slightly uncomfortable and the hiring manager knows this. It’s okay if you struggle with illustrating what and how you would have changed something, just as long as you are open and honest about what it was. The person interviewing you wants to know that you can give yourself an honest assessment and that you are willing and actively trying to improve. What is something you know you need to work on as a professional? This is a question you probably know the answer to already, but it’s the kind of question that can make you break into a sweat. We all have things we know we can work on, but we don’t know what a prospective employer is going to see as a manageable challenge and what will raise a few red flags. Whatever you see as your biggest weakness, remember that we all have them and that the hiring manager is only trying to gauge what they’ll need to keep an eye out for should you be hired for the position. Where do you see yourself in 5-10 years? Some people have their entire lives mapped out, while some people are primarily focused on the present. This question isn’t meant to conjure up a detailed outline of how you see your entire career playing out, but rather gives the hiring manager an idea of what you’re looking for and if it lines up with what the job is able to provide. The hiring manager wants to know that your professional values will fit in with the company and can ultimately lead to improvement and innovation within your specific role. What do you like to do for fun outside of work? This is a difficult question mainly because it’s the easiest one to overthink and overanalyze your answer to. Regardless of your interests, general or specific, it’s understandable that you might be nervous to talk about them because you’re worried the hiring manager might dislike your hobbies or think they’re weird or boring. At the end of the day though, the interviewer is only trying to learn more about you while trying to ease some of the pressure you may be feeling during the interview. So really, don’t sweat this one; have fun talking about all the things you love, no matter how eccentric they may be.
23 February 2016
The Execu|Search Group is proud to announce that we have been selected by NJBIZ as one of the Best Places to Work in New Jersey for the third consecutive year. The award program identifies, recognizes, and honors the top places of employment in New Jersey that benefit the state’s economy, its workforce, and businesses. To qualify for this award, companies had to fulfill the following eligibility requirements: Have at least 15 employees in New Jersey; Be a for-profit, not-for-profit or government entity; Be a publicly or privately held business; Have a facility in New Jersey. Companies from across the state entered the two-part process to determine the 100 Best Places to Work in New Jersey. One part encompassed an evaluation of each nominated company’s workplace policies, practices, philosophy, systems and demographics, while another element included an employee survey that measured employee experience. The combined scores of these two phases determined the top companies and the final ranking. The 100 companies chosen for the honor were split up into two groups: 70 small/medium-sized companies (15-249 employees) and 30 large-sized companies (more than 250 employees). The Execu|Search Group, which has 10 offices, including one in Bridgewater, NJ, and one in Parsippany NJ, has been named one of the Best Places to Work in New Jersey in the large category. 2016 was the first year in which the firm qualified for this category. “A company is only as good as their employees, and we work with the most talented people in the industry,” says Larry Dolinko, the President of the firm’s Temporary division who oversees the operations of our two New Jersey offices in Bridgewater and Parsippany. “That’s why we promote a culture that encourages collaboration and rewards hard work. We wouldn’t have been able to establish such a strong presence in the state without the efforts of each one of our New Jersey-based employees, and we are proud that we have been recognized as a best place to work.” The award program, founded in 2005, is produced by NJBIZ. NJBIZ, program sponsors and partners will honor this year’s 100 Best Places to Work and announce their ranking during an awards reception and ceremony on Tuesday, April 19, 2016 at iPlay America’s Event Center in Freehold, NJ
19 February 2016
The financial crisis of 2008 is often cited as one of the most significant events in our recent economic history. Not only did it impact the American economy as a whole, but it also put substantial pressure on financial institutions to adjust their business practices. As a result, companies throughout the financial services sector have needed to utilize compliance professionals more proactively. While banks have had to endure the subsequent rise in anti-money laundering regulatory initiatives, hedge funds have also needed to regulate their trading procedures to be more compliant with industry standards. As a result, there has been a spike in the need for finance professionals with trade and compliance backgrounds. Michael Bennett, a Senior Staffing Manager who specializes in Finance and Accounting, has seen the gradual increase in the demand for trade surveillance specialists specifically from hedge fund clients. While this is a trend happening throughout the financial sector, keep reading to learn about the types of opportunities available, what employers are looking for in prospective candidates, and how a recruiter can increase your odds of landing a role. Trade surveillance roles are typically project-based Insider trading can encompass a variety of asset classes (i.e., equity, stocks, etc.), and as a result, hedge funds are building up their compliance programs to better detect and prevent non-compliant trade activities. As a result, these firms will typically need trade surveillance specialists for a variety of reasons. For example, while one hedge fund may need a trade surveillance specialist to cover for an employee on a leave of absence, another may only need an extra trade specialist to handle a seasonal uptick in workload. This is to say, an opportunity can arise at any point in time. “Since trading amongst hedge funds can occur after regular stock market trading hours, issues that may require the expertise of a trade surveillance specialist can arise overnight,” says Michael. Therefore, job seekers that are more flexible and open to project-based assignments will have the most success in finding a job in this space. “Once you’ve proven your skills over time, many of these opportunities can transition into a more permanent role.” Hedge funds are looking for a unique skill set If you are interested in pursuing these roles, it’s important to showcase the skills and experience that hiring managers are looking for in candidates. “Since trade surveillance specialists need to be able to hit the ground running quickly, hiring managers typically prefer candidates who have at least 5 to 10 years of relevant trade experience with demonstrated strength on the compliance side at a major firm or regulator,” says Michael. For example, having direct experience working on the equity trading side would be a great asset to highlight. Additionally, candidates should be able to provide regulatory or compliance advice in connection with specific trading markets (i.e., equity, stocks, etc.). Therefore, if you plan on standing out against competition throughout the interview process, it’s important to stay up-to-date on current regulatory developments, have a firm grasp on key rules and regulations impacting your line of securities, and be able to comfortably articulate the value you can add. Recruiters can help to get your foot in the door first While it can be tempting to start applying to a number of trade surveillance roles, it may prove difficult to find these types of roles on your own. “Since these roles are very time sensitive in nature, most companies won’t publish these positions on job boards,” notes Michael. “Instead, most hedge funds will opt to work with a specialized recruiter who can better supply qualified candidates in the most time-efficient manner,” says Michael. Overall, trade surveillance roles can be a very promising specialty area to pursue. Not only are these positions typically high paying, but they also present great opportunities for professional development, and will ultimately help you gain a better understanding of two critical areas within the finance industry.
19 February 2016
“We all make mistakes.” It’s a comforting notion we often hear when we’re being particularly hard on ourselves, but sometimes, we make big mistakes that warrant a bit of worrying—ones that could potentially affect our careers. When this happens, it’s easy to get down on ourselves, act out of desperation, and possibly irritate matters. But that’s the worst thing to do; instead, the best way to bounce back from a big career mistake is to take a step back, assess the situation, and only proceed once we have a handle on our emotions. Should you find yourself in a predicament—whether you disrupted an important meeting, missed a hard deadline, etc.—here are some basic do’s and don’ts to help you recover from your mistake and move on: Do take a breather. Immediately after the big “oops,” you may find yourself overwhelmed and ready to act immediately. Instead, give yourself some time to process what’s happened and analyze the situation; acting out of panic might cause you to make the situation worse or even create a new problem. In many cases, you may over-apologize or bring even more attention to the matter, two things you’d be best to avoid in the aftermath. Don’t make excuses. Even worse than over-apologizing or scrambling is to not apologize at all and fabricate reasons as to why it’s not your fault. If it was truly your mistake, accept it. Employers will usually know if you’re sincere and don’t take kindly to employees who can’t be honest. Do admit to your mistake. Not only should you avoid excuses, you should proactively admit to making the mistake you did—if possible, before others notice it. This will show that you’re willing to step up and accept any consequences that may come your way and won’t shrug them off onto any undeserving parties. Don’t try to avoid it. Just like making excuses, avoiding the mess and hoping nobody noticed it is only going to hurt you. If it’s a big enough problem for you to fret over, it’s often big enough that someone has noticed or will, and walking away in the midst of trouble will make you look bad. Do try to fix it, but accept that it might be too late. Your best bet is to show that you’re willing to genuinely try to fix the problem. However, if it’s unfixable, it’s time to move on and figure out how to deal with the repercussions. Don’t beat yourself up. Even if the issue was clearly avoidable, don’t deny yourself forgiveness or bash yourself over it. How are your coworkers and employers supposed to forgive you if you can’t forgive yourself? Do let your supervisor know how you’ll avoid it in the future. Not only should you figure this out for yourself, you should communicate it to whoever is in charge to make it known that you’re aware there’s an issue and that you won’t let it happen again. At the very least, you’ll be showing that you can have more foresight in the future and will be more mindful.
18 February 2016
Last month, Business Insider released a list of “The 25 best jobs in America right now, according to employees.” On that list, and ranking at an impressive 10 and 2, respectively, were two accounting positions: Audit Manager and Tax Manager. At The Execu|Search Group, our Accounting/Finance division has also seen an increase in interest for these roles on both the candidate and employer sides. So why are audit and tax so in demand right now? To put it simply: tax and audit are continuing to strengthen due to changing regulations and rules. The Trends “Tax was always a strong field, but many firms are currently expanding their tax groups,” says Elisa Dammacco, a Managing Director of The Execu|Search Group’s Accounting/Finance division. “There is more money in the market now and the economy is improving, so people are willing to pay for accountants to do their taxes; they know that the accountant’s fee can often be outweighed by extra tax benefits they wouldn’t have found otherwise.” Furthermore, now that the industry is catching up after the post-recession scramble to implement compliance efforts, companies are also spending more money on special tax services beyond compliance. Many may consider waiting until the end of tax season to begin their job search, but just because it’s already tax season doesn’t mean there are no jobs out there. In fact, many employers are implementing extended start dates to accommodate those looking for a role after tax season is over, and by waiting until then to start looking, many candidates risk losing out to their more proactive competition. “CPA firms are building out their family office and high net worth tax departments due to the improving economy,” says Irv Myones, a Senior Managing Director of The Execu|Search Group’s Accounting/Finance division. “In addition, international tax is strong as well, in both consulting and individual ex patriate tax. Individuals are making money and companies are doing business, both at home and in other countries.” Both external and internal audit are also experiencing growth due to an increasing number of regulations, many of which are new. “With these increased regulations and the financial crisis just past, in addition to several scandals on Wall Street, the focus of all of the major financial services institutions has been the internal control environment that exists and that needs to exist,” says Alan McGinn, a Senior Managing Director at The Execu|Search Group. “For this reason, our industry has seen an unprecedented increase in demand for internal controls and internal audit professionals to satisfy their expanding departments.” Advice for Job Seekers According to Elisa, one of the most important pieces of job search advice for these professionals is to know their resume and the ins and outs of every item on it. For example, if you have international tax experience on your resume, be sure to know foreign tax policies and be able to speak to that specialty. Likewise, public audit professionals should know their clients and the industries they serve. “It may seem like common sense, but many candidates go into interviews unprepared to answer the interviewer’s questions about their resume,” says Elisa. “It can make a candidate look bad if they are unable to answer these questions; if you can’t hold a conversation about the specialty you work in, how well-versed in that specialty can you be?” In addition to your resume, be able to speak about the company as well. By thoroughly researching the organization you’re interviewing for, you’ll be able to better describe how you can impact the department and the company as a whole—something that’s a great practice for all job seekers regardless of industry.
17 February 2016
Over the past several years, LinkedIn has cemented itself as a premier tool for hiring managers in their search for prospective employees. In comparison to the resume you submit as part of your job applications, your LinkedIn page offers hiring decision makers a better representation of who you are as both a professional and as a person. If you’re looking (or thinking of looking) for a new job, you’ll want to take some time to work on improving your LinkedIn profile so a hiring manager can make a better assessment of who you are in comparison to other potential hires. By following these simple steps, you’ll be able to make your presence stand out, which will hopefully take you to the next step of the job search process: List Your Previous Roles When you’re re-working your LinkedIn profile, think of it as an expanded and more descriptive version of your resume. Whereas on a resume you’re limited to listing a couple of your recent and most relevant experiences, you have the freedom to expand on your previous roles and responsibilities. You’re also not limited to listing out responsibilities as bullet points either; take this opportunity to demonstrate your writing skills by writing a short but concise paragraph about what you learned and gained from your previous jobs. Join Several Groups When receiving a candidate’s resume, hiring managers know they are only guaranteed to see an applicant’s professional experiences and skills. But with a candidate’s LinkedIn page, a hiring manager has access to what you’re passionate about, and can therefore gain a better grasp on who you are as a person. To ensure a recruiter sees that side of you, join several groups that pertain to your industry. And don’t be afraid to join groups that are more closely aligned with your personal interests, like sports or music, either; a hiring manager will be happy to see that you’re using LinkedIn to engage in discussions concerning what you’re passionate about. Engage With Your Connections Did someone at work get a promotion? Did your friend publish an article and share it? Congratulate them! The last impression you want your LinkedIn to leave on a prospective employer is that you don’t ever look at it or, if you do, you do so sparingly. Commit to checking updates in your connections’ networks once a day. If you see a respective colleague’s recent accomplishment, acknowledge their achievement by liking a post or offering a small note of congratulations in the comments section. Additionally, don’t be afraid to develop a presence in any of the discussion boards of the groups you are a member of. An employer might look out for what you have to say in these groups so they can get a better idea of your voice. Share Articles Similar to joining groups and actively participating in them, use every opportunity you can to share articles that are relevant to you. As you go through your LinkedIn feed during the day, keep an eye out for articles that pertain to your industry and share the ones that stand out. You not only want to show a hiring manager that you are active on LinkedIn, but that you have a demonstrated interest and presence in your industry. If you are in a position where you are publishing an article or are featured in one, use the publishing tool on LinkedIn to show that you have a pulse on what is happening in your industry. To a hiring manager, this shows initiative and commitment to demonstrating your interest and passion for what you do and, hopefully, it gives a hiring manager more incentive to invite you to an interview. Ask For Recommendations There is only so much you can do on your own to impress a hiring manager on LinkedIn. However, your connections can come in the clutch for you by giving you a recommendation. When relevant, politely ask colleagues (past or present) who know you on both a professional and personal level to write you a recommendation for your page. A second opinion is always welcome in the eyes of a hiring manager, and having access to several while they’re researching you as a candidate will give them a better assessment of your personality, your strengths and weaknesses, and what you’re like to work with.