Posted by Ben on March 19, 2009 under Editorials, Recruiting & Hiring | 
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
Posted by Ben on under Editorials, Management |
(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
Posted by Ben on under Editorials, Management |
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
Posted by Ben on under Editorials, Management |
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
Posted by Ben on under Editorials, Management |
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
Posted by Ben on under Editorials, Interviews |
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
