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See “Seduction” Cont’d on page 2
B Y J O E G I A C O M I N
W I N T E R 2 0 1 5
In 2014, the average base salary (assured earnings) paid to
Metro Detroit area automotive OEM sales professionals* was:
$96,142.00
This represents an increase of $2,964 (3% +) over the 2013
figure of $93,178.
The survey is comprised of OEM sales professionals (not in-
cluding management or entry level candidates) with a minimum
of five years experience calling directly on automotive manufac-
turers and/or Tier Suppliers.
Note: Compensation such as commission, bonus, benefits, ex-
penses and company vehicles / vehicle allowances have been
excluded from the survey. Salary average is for guaranteed first
year earnings (salary) only.
*Job titles surveyed under the heading of sales professionals
could include: sales/account representative, sales
engineer, account manager, account executive.
Re:SEARCH
Anthony, the son of a good friend of mine, was on his way to
a second interview with a division of a Fortune 100 company,
a manufacturer of business machines. A few months shy of
age 24 and father of a one-year-old son, it had been less than
a couple of years since he served overseas in the U.S.
Military.
Anthony was considering moving on from his steady job,
working with people he liked, in an attempt to gain employ-
ment as a sales representative with this dynamic, growing
corporation in a highly competitive environment.
As he stood before a mirror in the only suit he owned—
attempting to master just the right knot in his necktie—he
wondered if he would make it in a sales career. The new job
would initially pay less than his current position – at least for a
while until (if) he became successful and supplemented his
salary with commissions. It was a big step for Anthony.
The second interview turned into a third – and finally a fourth.
It was on this day that Anthony stood before a massive desk
in the Branch Manager’s office. Leaning forward in his high-
backed, black leather chair, the hiring executive handed him
a ballpoint pen and said: “Anthony, I want you to take this
pen, walk outside my office and close the door. When you’re
ready, I want you to knock on my door, walk in and sell it to
me.”
To Anthony, it may as well have been the 7th
game of the
World Series. He wanted this job. It was what he was working
toward – not just an opportunity, but a sustainable career if he
could be successful. A lot was at stake. There were those
who thought (to include close relatives) Anthony was fool-
ish…having no professional sales experience…
leaving a secure job, with a young family to
support…and for less money to start.
Automotive / OEM Sales Salary
Survey 2014:
3% Increase!
Hiring High Caliber Sales People
We have frequent discussions with our client firms and with
companies with which we are in active discussions en route to
being their preferred staffing source.
We will ask about their recruiting methods – if they employ an
in-house staff, engage outside recruiting firms or place ads on
internet job boards. It’s often a combination of all
three. These methods, along with a number of
other recruiting tools and strategies, can all be
effective…at least in
the sourcing stage.
Sourcing … And Seduction
What It Takes To Attract & Acquire Top
Talent For Your Company
JAG
Joe Giacomin (248) 650 4800 Email: jgiacomin@asgteam.com Website: www.asgteam.com
See “Seduction” Cont’d on page 2 See “High Caliber” Cont’d on page 2
Page 2 of 2
Winter 2015
“ S E D U C T I O N ” C O N T ’ D
In recent years, hiring authorities have been afforded tech-
nological capability of locating and reviewing an almost
limitless number of people with obvious qualifications rela-
tive to a particular career opening. However, if a potential
candidate is truly outstanding, (you wouldn’t want any other
type, would you?), gainfully employed and progressing in
his/her field, it’s not likely this person will be marketing him
or herself through job boards and answering ads electroni-
cally or conventionally.
The fallout from our information explosion is that we have
access to more data than are humanly possible to process
and act upon. Simply locating potential superstars with
required qualifications has become about 20% of the equa-
tion. It is at this stage where engaging an experienced
recruiter might be the best alternative.
Science VRS Art?
The “science” portion of the process requires a
recruiter to understand the company and the
industry which has engaged his/her services…
knowledge of the specific job responsibilities,
requirements, key qualifications, financial com-
ponents, benefits, special perks…and lucrative
“hot buttons”…which might include advance-
ment potential or exposure to leading edge
technologies. Understanding and matching the
wish list of a company with the verifiable track
record of a candidate is all about the science.
It’s the price of admission, the basis for consideration and
frankly, black and white.
So, you have a list of names. Now what?
The fun (“art”) begins: The recruiter must make contact with
the prospect…and quite often in a limited amount of time,
establish credibility, attain a level of rapport, trust and move
ahead with the conversation. The recruiter learns more
about the person by understanding his/her preferences,
“needs” VRS “wants”, potential for change, motivation as
well as possible “red flags” and roadblocks. All the while,
the recruiter is attempting to formulate a general evaluation
relative to cultural fit, attitude and sincerity. This exchange
can then set the stage for presentation of an “exciting” new
opportunity and arranging an initial
interview.
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 Michigan 48307 (248) 650 4800
Email: jgiacomin@asgteam.com Website: www.asgteam.com
We’re in a Candidate Driven Market
For individuals whose primary mission is assuring
prosperity and long-term sustainability for the organi-
zation…rule number one: Hire the best people.
Information management and sourcing are a solid
foundation, but it’s the seduction capability that offers
the best chance for success.
“ H I G H C A L I B E R ” C O N T ’ D
Anthony ultimately convinced the company
executive to hire him. Through participation in an
excellent training program and coupled with hard
work and determination, he reached the position
of top sales representative in his office. Two
years from the day he commenced employment,
he was promoted, at age 25, to manage one of
the corporation’s smaller offices in another state.
Anthony managed to build record sales in the
new office and just eleven months later, was
moved back to the office he started in to become
the Branch Manager. The person who had
originally hired Anthony had been promoted…
hence, less than three years from joining the
company, Anthony now sat behind that same massive
desk that he stood before as a 23 year old, attempting
to “sell” the hiring manager that he had the right attrib-
utes to be successful.
Question: Our practice specializes in finding
“Anthonys” – Would you want him on your sales team?
JAG
JAG
“Simply locating
potential
superstars based
upon desired
qualifications
has become 20%
of the
equation…”
Continued on Column 2

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Joe's Winter 2015 newsletter

  • 1. See “Seduction” Cont’d on page 2 B Y J O E G I A C O M I N W I N T E R 2 0 1 5 In 2014, the average base salary (assured earnings) paid to Metro Detroit area automotive OEM sales professionals* was: $96,142.00 This represents an increase of $2,964 (3% +) over the 2013 figure of $93,178. The survey is comprised of OEM sales professionals (not in- cluding management or entry level candidates) with a minimum of five years experience calling directly on automotive manufac- turers and/or Tier Suppliers. Note: Compensation such as commission, bonus, benefits, ex- penses and company vehicles / vehicle allowances have been excluded from the survey. Salary average is for guaranteed first year earnings (salary) only. *Job titles surveyed under the heading of sales professionals could include: sales/account representative, sales engineer, account manager, account executive. Re:SEARCH Anthony, the son of a good friend of mine, was on his way to a second interview with a division of a Fortune 100 company, a manufacturer of business machines. A few months shy of age 24 and father of a one-year-old son, it had been less than a couple of years since he served overseas in the U.S. Military. Anthony was considering moving on from his steady job, working with people he liked, in an attempt to gain employ- ment as a sales representative with this dynamic, growing corporation in a highly competitive environment. As he stood before a mirror in the only suit he owned— attempting to master just the right knot in his necktie—he wondered if he would make it in a sales career. The new job would initially pay less than his current position – at least for a while until (if) he became successful and supplemented his salary with commissions. It was a big step for Anthony. The second interview turned into a third – and finally a fourth. It was on this day that Anthony stood before a massive desk in the Branch Manager’s office. Leaning forward in his high- backed, black leather chair, the hiring executive handed him a ballpoint pen and said: “Anthony, I want you to take this pen, walk outside my office and close the door. When you’re ready, I want you to knock on my door, walk in and sell it to me.” To Anthony, it may as well have been the 7th game of the World Series. He wanted this job. It was what he was working toward – not just an opportunity, but a sustainable career if he could be successful. A lot was at stake. There were those who thought (to include close relatives) Anthony was fool- ish…having no professional sales experience… leaving a secure job, with a young family to support…and for less money to start. Automotive / OEM Sales Salary Survey 2014: 3% Increase! Hiring High Caliber Sales People We have frequent discussions with our client firms and with companies with which we are in active discussions en route to being their preferred staffing source. We will ask about their recruiting methods – if they employ an in-house staff, engage outside recruiting firms or place ads on internet job boards. It’s often a combination of all three. These methods, along with a number of other recruiting tools and strategies, can all be effective…at least in the sourcing stage. Sourcing … And Seduction What It Takes To Attract & Acquire Top Talent For Your Company JAG Joe Giacomin (248) 650 4800 Email: jgiacomin@asgteam.com Website: www.asgteam.com See “Seduction” Cont’d on page 2 See “High Caliber” Cont’d on page 2
  • 2. Page 2 of 2 Winter 2015 “ S E D U C T I O N ” C O N T ’ D In recent years, hiring authorities have been afforded tech- nological capability of locating and reviewing an almost limitless number of people with obvious qualifications rela- tive to a particular career opening. However, if a potential candidate is truly outstanding, (you wouldn’t want any other type, would you?), gainfully employed and progressing in his/her field, it’s not likely this person will be marketing him or herself through job boards and answering ads electroni- cally or conventionally. The fallout from our information explosion is that we have access to more data than are humanly possible to process and act upon. Simply locating potential superstars with required qualifications has become about 20% of the equa- tion. It is at this stage where engaging an experienced recruiter might be the best alternative. Science VRS Art? The “science” portion of the process requires a recruiter to understand the company and the industry which has engaged his/her services… knowledge of the specific job responsibilities, requirements, key qualifications, financial com- ponents, benefits, special perks…and lucrative “hot buttons”…which might include advance- ment potential or exposure to leading edge technologies. Understanding and matching the wish list of a company with the verifiable track record of a candidate is all about the science. It’s the price of admission, the basis for consideration and frankly, black and white. So, you have a list of names. Now what? The fun (“art”) begins: The recruiter must make contact with the prospect…and quite often in a limited amount of time, establish credibility, attain a level of rapport, trust and move ahead with the conversation. The recruiter learns more about the person by understanding his/her preferences, “needs” VRS “wants”, potential for change, motivation as well as possible “red flags” and roadblocks. All the while, the recruiter is attempting to formulate a general evaluation relative to cultural fit, attitude and sincerity. This exchange can then set the stage for presentation of an “exciting” new opportunity and arranging an initial interview. 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 Michigan 48307 (248) 650 4800 Email: jgiacomin@asgteam.com Website: www.asgteam.com We’re in a Candidate Driven Market For individuals whose primary mission is assuring prosperity and long-term sustainability for the organi- zation…rule number one: Hire the best people. Information management and sourcing are a solid foundation, but it’s the seduction capability that offers the best chance for success. “ H I G H C A L I B E R ” C O N T ’ D Anthony ultimately convinced the company executive to hire him. Through participation in an excellent training program and coupled with hard work and determination, he reached the position of top sales representative in his office. Two years from the day he commenced employment, he was promoted, at age 25, to manage one of the corporation’s smaller offices in another state. Anthony managed to build record sales in the new office and just eleven months later, was moved back to the office he started in to become the Branch Manager. The person who had originally hired Anthony had been promoted… hence, less than three years from joining the company, Anthony now sat behind that same massive desk that he stood before as a 23 year old, attempting to “sell” the hiring manager that he had the right attrib- utes to be successful. Question: Our practice specializes in finding “Anthonys” – Would you want him on your sales team? JAG JAG “Simply locating potential superstars based upon desired qualifications has become 20% of the equation…” Continued on Column 2