1. B Y J O E G I A C O M I N
S U M M E R 2 0 1 5
Re:SEARCH
People in the education field are almost unanimous
when asked about what needs to exist to success-
fully educate our students. The dialogue will invaria-
bly include strong cooperation encompassing stu-
dents, teachers and the parents. One could also in-
clude school administrators, legislators and providers
of educational materials if we really want to get fancy.
The same can be said for business consultants. If a
company CEO embraces a “hands-off” attitude – i.e.
“listen Ms. Consultant, feel free to consult / work
with / teach our company staff, but please don’t get
me involved”… he or she is positioning the organiza-
tion for sure failure. If the CEO doesn’t buy in to a
specific plan, will the employees?
Ditto the staffing process. Hiring the best people is
never a proverbial walk in the park…but in 2015 –
and especially in the current automotive OEM mar-
ket, be prepared for some extra hard work and ex-
pect that it won’t likely be a text-book process.
Your company may be considering or has already
engaged the services of an executive search firm. If
this is the case, you may wish to think about the fol-
lowing:
An experienced recruiter with a verifiable record of
success in your industry can offer a wealth of knowl-
edge about current market conditions, availability of
talent and realistic salary requirements relative to
desired qualifications.
You Want to Hire the Best
People But…Is Everybody On
Board?
“A committee is twelve doing the work of one” –
John F. Kennedy. Our thirty-fifth President was
on to something when he spoke these words.
We see it a lot in the hiring process – and for a
number of reasons. Most are well intentioned
but they may extend the process, frustrate can-
didates and produce mixed results. It’s impor-
tant to have a “process” but to move it along.
The “buck” should stop at the desk of the hiring
manager.
We release an OEM supplier sales salary sur-
vey every January. It typically indicates income
averages which reflect modest increases. The
heightened demand (past 6–12 months) for top-
flight candidates has sent salaries soaring in
this segment… well beyond normal ranges.
This is just a strategic “guess” – but when
reviewing many of the electric automotive offer-
ings we’ve seen in recent years, from products
already in production, concept vehicles and stir-
rings, rumors and product leaks from all corners
of the auto world, I believe the Tesla vehicles –
existing and proposed, are gaining momentum
and have one of the best chances for sustain-
ability.
Joe Giacomin (248) 650 4800 Email: jgiacomin@asgteam.com Website: www.asgteam.com
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2. “What we have here is a failure to communicate” –
Motion picture enthusiasts might recall this line
from the 1967 film, Cool Hand Luke. It popped into
my mind during a recent training session which
emphasized how the advancement of technology
(e-mails, the internet, all forms of data access and
information delivery methods) in the world of com-
merce, can slow – and even cripple the ability
to do business. When over-reliance of these
modern “miracles” takes the place of human
beings talking – and ideally meeting each
other, time saving steps can turn into time eat-
ing–profit eating nightmares. It certainly bears
attention when corporations world-wide are
competing for the best available talent in what
appears, for now…to be a shrinking pool of
qualified candidates.
For example, just think about the barrage of e-
mails we receive each and every day and the
constant flow of information coming at us from
multiple directions. It’s pretty easy to delay, or ig-
nore a message of extreme importance. Even if it
is addressed, an e-mail for example, may not offer
the same interpretation or have the impact of a
phone conversation or personal visit. This can be
costly.
While technology is terrific and essential, when
work saving processes are coupled with experi-
enced people who can communicate information
and ideas, great things happen – and people win.
“ E V E R Y O N E O N B O A R D ” C O N T ’ D
Page 2 of 2
Summer 2015
Re:Search® is a quarterly newsletter addressing issues related to the recruitment of management, marketing and technical professionals.
The author, Joseph A. Giacomin, specializes in executive search for the automotive O.E.M. industry. Copyright © 2015
Angott Search Group 101 S. Main Street, Rochester, MI 48307 (248) 650 4800
Email: jgiacomin@asgteam.com Website: www.asgteam.com
There can often be a situation of disbelief …
when a recruiter attempts to advise a client com-
pany about current salary levels, availability or
qualifications needed relative to geographic ar-
eas or industry specialties. This is especially
common when a company headquarters is based
in another state – or another country. An exam-
ple might be the desire for the best candidate
with exceptional qualifications (Doesn’t every
company expect this?) while de-
nying the reality that just maybe
the compensation is below (often
far below) current market stan-
dards.
Another issue of critical impor-
tance is the existence of a stop-
start-delay sort of process. The
hiring procedures – whatever
they may be, have to flow
smoothly. All parties (hiring au-
thority, executive management and members of
the HR team) MUST stay engaged. Even when
all functions are working properly, stuff happens
– candidates take counter-offers or accept alter-
nate positions – or just plain turn down YOUR
offer for a variety of reasons.
Know that if your communication is sound and
the key players cooperate, your recruiter will gain
the desired results. But, just like the consultant or
the school teacher – the hiring process succeeds
only if you’re “all in”… and stay in.
“If the CEO doesn’t
buy in to a specific
plan, will the
employees?”
JAG
JAG
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