For several past articles, we’ve enjoyed presenting helpful tips relating to the effective hiring of managers in the construction equipment industry. Now, you might wonder ‘why on earth would the principals of a 30+ year-old executive search firm, present scenarios where we do not recommend employing outside recruiting expertise?’ Yes, we will weigh-in on some
About this opportunity: This General Manager, Building Construction Products reports to the Dealer Principal and is a member of the Executive Team responsible for corporate strategy. Responsibility includes full P&L control of the sale and rental and product support of new and used CAT and allied equipment lines within the Construction Products Division. This division
About this opportunity: The Human Resources Manager is a member of the Senior Staff and is fully responsible for the Human Resources (HR) function at two ESCO Turbine Technology (TT) facilities: one in Syracuse, NY and one in Tempe, AZ. This includes developing and incorporating the strategic and tactical direction of the HR department into
About this opportunity: LeTourneau is seeking a Senior Structural Engineer with experience analyzing and designing large welded structures. The right person will enjoy providing “hands on” engineering support for existing designs and products. New product development will also be an integral part of daily activities. In summary, this position engineers and designs components for large
In order to soar in your market, recruit people whose remarkable strengths far exceed any minor lacking skills. Recently I had occasion to review a 1992 paperback classic, “Soar With Your Strengths” by Clifton & Nelson. The premise is that successful teams and companies should be willing to draft, recruit, hire or promote ladies and
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Posted by : | On : March 19, 2009
We realize that many construction equipment distributors and their OEM suppliers are in the midst of economy-driven “rightsizing”. So why pick this time to make a case for hiring “older workers”…those of us past 55 or even past 60?
Read the full article here.
First Published January 2009
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We will all agree that 2008 and 2009 will be aptly described as “challenging times”. Let’s consider some appropriate HR moves aimed at rightsizing a company (dealer or manufacturer) so they are positioned for long-term sustainability.
Read the full article here.
First Published November 2008
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Now, you might wonder why on earth the principals of a 30-year-old executive search firm would present scenarios where we do not recommend employing outside recruiting expertise. Yes, we will weigh-in on some instances where we believe a good search firm can add value, but first let’s explore the situations where an AED dealer or a construction equipment manufacturer may be best advised to do their own management recruiting.
Read the full article here.
First Published August 2008
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All progressive companies would love to have a stable full of genuine difference makers, assuming their personalities and ethics are compatible. (That’s a big “if” but not a topic for this article.) In the short space available, let’s examine a few factors to consider when attempting to recruit positive change agents…
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First Published June 2008
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How will your company deal with the loss of half its senior managers by 2010? That’s a staggering thought, but we recently read that a Caliper study reported that surveyed companies expect to lose 50%, or more, of their senior leadership in the next three years. Hopefully your dealership’s percentage is much lower; but what if it is even 25%? Think about the impact of having to replace excellent, effective, proven and loyal leaders in: Finance, Sales, Parts, Service, Marketing, and Branch or General Management roles. That’s a lot to ponder – for sure.
Read the full article here.
First Published February 2008
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Since many successful dealer executives, as well as a host of effective sales and branch managers, started as sales representatives, there are obviously techniques that will enhance the odds of successful promotions.
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First Published January 2008
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Relocation is a common occurrence in today’s highly mobile marketplace. Managers often move their families, across the state or the country, to accept a promotion or to join a new employer in a key role. Years ago, most equipment dealers could rely on promoting from within, or hiring from the area, to fill vital slots. However, as many job requirements get more specific, recruitment of new leadership talent often entails a major relocation.
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First Published November 2007
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It is all too common to see a hiring process launched without any real agreement on the job description, which we call the position specification. A hassled and shorthanded dealer executive calls Mary in HR and says: “We have a crisis, our top product support manager is leaving. Get me 2-3 strong candidates by month’s end”. You might say – “we’d never do this” but it happens all the time, and often with key positions.
First Published September 2007
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Many AED senior managers remember the TV game show – “Truth or Consequences”. In this column we’ll explore resumes from a fact versus fiction perspective, to help you avoid the consequences of a bad hire. Our objective is to help managers optimize their hiring processes, and the resume is one of the key elements in the selection of ideal future leaders.
First Published July 2007
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The two most important days in your newly hired manager’s career are his/her first visit to your dealership and first day on the job. Think about it…since the initial interview typically provides the first impression, hiring authorities should make the interview experience positive, while gaining necessary information to determine if the candidate merits further consideration. If that answer is “yes” then optimal interviewing requires: selling your company, selling the opportunity, and gathering sufficient input to aid your selection decision process.
Read the full article here.
First Published May 2007
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Distributor and manufacturer executives provide insights into the very real human resource challenges relating to internet/e-commerce initiatives at their companies.
Today, equipment dealers and manufacturers are generally rushing to develop and/or enhance web sites and to explore and implement a wide variety of exciting e-commerce strategies. Other articles in this issue of CED Magazine will drive home the conclusion that AED’s David Saidat prophesied in AED’s “1999 Electronic Commerce Report”: “Your very survival may depend on integrating e-commerce into your business. When your trading partners expect e-commerce and you resist, you can bet your bottom line that those critical relationships will be sacrificed over the long term.”
Read the full article here.
First Published July 2000
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(Q) What type of question would your firm ask of a rental management candidate or one
of their references?
(A) “Brian, we start each of our executive search assignments with a day’s visit at our client’s
location. The primary purpose is to develop a complete position specification and detail document. This is a whole lot more than a job description. We outline: the job, desired qualifications, corporate culture, performance objectives and a lot more. This may seem like a digression from your question but you’d be amazed at how many senior level hiring efforts are launched without a decent outline of what is really being sought. We feel that both interview and reference questions should be driven by the position spec. Our premise is that the best indicator of future success is past performance. Therefore, many of our questions relate to situations in the candidate’s past which are relevant to the new position.”
Read the full article here.
First Published December 1999
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Why should a distributor executive give a minute’s thought to hiring someone in tough times? Consider the following:
1. You have a responsibility to shareholders, employees and customers so that the company survives and emerges as a profitable, viable organization. You have an obligation to provide managers who can perpetuate the business for the next 10, 20 or 30 years.
2. “Tough managers” must be willing to work hard and earn less, in a down cycle. Some wear two or three hats due to the reduction in head count.
3. When a manager joins in tough times, he or she learns the real ins and outs of the business and gains the respect of others. They demonstrate the ability to perform when the chips are down.
Read the full article here.
First Published September 1999
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Branch Managers may be best described as an AED Distributor’s equivalent of a utility infielder or an all purpose running back. At AED’s request, Jordan-Sitter Associates surveyed a broad sample of US & Canadian distributor executives to gain valuable insight into this pivotal role. We thank our survey panel and will use their responses to benefit the readership.
Read the full article here.
First Published December 1999
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Equipment distributors face a monumental problem when challenged with the need to fill supervisory and mid-management positions. All too often key management skills are woefully lacking in both internal and external candidates.
Jordan Sitter Associates (JSA) has explored this topic, and we want to provide solutions to the challenge of staffing a distributor’s or manufacturer’s leadership team for the new millennium.
Read the full article here.
First Published September 1999
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The theme of this article follows that of Rodgers and Hammerstein’s popular hit from the musical “The King and I”, “Getting to Know You…Getting to Know All About You”.
There seems to be powerful agreement from AED member executives that they would like to get to know potential managers much better than is typically the case. Ninety percent of those surveyed responded: “Yes, management level hiring decisions can be improved by getting to know the candidate better”. It’s equally true for an inside promotion situation as well as an outside hire.
Read the full article here.
First Published December 1997