Editorials | Jordan-Sitter Associates

Jan

When Not To Use a Search Firm

Posted by : Ben | On : January 23, 2012

Category: Editorials, Recruiting & Hiring

Tags:confidential search, executive recruiter, executive search, internal hiring, management recruiting, position spec, recruiter, retained recruiter, search firm

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 instances where we believe a good search firm can add value, but first let’s explore the situations where a company may be best advised to do their own management recruiting.

You probably don’t need a search firm if…

You have a comprehensive position description describing your immediate needs, required skill sets, character traits desired, and a clear explanation regarding future growth opportunities.
There is a solid panel of known internal and/or external candidates ready for screening against your job spec.
Your HR/recruiting budget has no room for third party recruiting fees; and if you do have internal HR capacity to conduct a management level recruiting effort.
As the key “hiring authority” you and your hiring/selection panel have the time to properly screen and interview candidates. This may be the case where you are planning well ahead for replacement of a key manager who is slated for retirement, six to twelve months in the future.
Your intent is to hire from your immediate locale, to save relocation expense, and you feel you can easily network…say to find a new Controller or CFO.
If you are simply not comfortable relying on a third party professional, and/or do not have the time to regularly communicate with him/her.

BUT, you may wish to consider using an executive search firm for one or more of the following situations:

You need special industry experience to fill a critical role and you have confidence in a third party provider of executive recruiting services.
There are special sensitive issues; maybe the need for confidentiality or a scenario where you’d really like to consider candidates from competitive dealers and/or candidates from companies that represent your main equipment line.
You feel that attracting top candidates may require a wide regional or even a nationwide search effort; and you are prepared for significant relocation expenses to land a proven performer.
There is a strong need for an immediate impact player who also has the capacity and desire to fit into your company’s succession planning, while bringing fresh perspectives from outside your organization.

Perhaps these bullet points will help you, as company leaders, make cost and time effective decisions regarding when and when not to use search firms. For sure, we here at Jordan-Sitter Associates, are thankful for over 30 years of business opportunities from our dealer and manufacturer clients. However, we also know that a good search process requires commitment by the hiring authority and it represents a significant financial investment. So, “do your thing” when it makes good sense and “go outside” when it is appropriate.

Sage advice on comprehensive position specs:

Whether you conduct an internal recruiting effort or you decide to partner with an executive recruiter, you must start with a well thought-out position spec. We feel this is so critical that we devoted a prior article to this topic. You know the old saying…“If you don’t know where you’re going, any road will get you there”. Industry executives owe it to their organizations to insist on a position spec that encompasses all aspects of the role to be filled; desired skill sets, ideal character traits…and more. If you’d like a free copy of the position spec template we use with our clients on every single executive search, please email us.

Oct

Don’t Let a Champion Get Away

Posted by : Ben | On : October 5, 2011

Category: Editorials, Management

Tags:ceo, champion, dealership, equipment dealer, general manager, talent

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 gentlemen who have extraordinary talents and proven skills; then it’s essential that senior leadership makes certain these strengths are used to the max.

Now, let’s relate the soaring with strengths concept to the real world challenges faced by dealers and their supplier partners. I like the remarks made by the Chinese ping-pong team coach after his team dominated the 1984 Olympics:

“We practice eight hours a day perfecting our strengths… if you develop your strengths to the maximum, the strength becomes so great it overwhelms the weaknesses. Our winning player (best in the world) you see, plays only his forehand. Even though he cannot play backhand, and his competitor knows he cannot play backhand, his forehand is so invincible that it cannot be beaten.”

And no GM wants to settle for mediocre middle managers, but perhaps he or she can afford one or two people with extraordinary skills in one area, say selling, even if they have obvious shortcomings, like report writing or detail documentation.

Many will recall the comic graphic of an “OSHA Cowboy.” He and his horse were so laden with safety devices that he was incapable of riding and roping. Likewise, hiring authorities can easily go overboard by designing a list of hiring criteria that looks quite impressive on paper but contains some relatively unimportant requirements that may eliminate the highly talented person your distributorship badly needs.

Sift Talent from Trivia

For over 30 years our executive search firm has helped distributor and manufacturer clients develop detailed position specifications. These are key because they establish the hiring process bull’s-eye and foundation for every search. However, we often see “nice but really not relevant” requirements.

For example, many CEOs lack college degrees; so is it logical to eliminate potential service or parts manager candidates who lack the sheepskin credential? Is it wise to eliminate “water-walking” sales applicants because they dislike report writing? Finally, does it make sense to insist that a new product support vice president has a past history as a mechanic and can disassemble a transmission or torque converter? (Especially since today’s product support executives must be strong in general management areas including: parts and service marketing, business savvy, people skills, problem solving, motivation, P&L management, and communications.)

Finally, we offer these tips to help your dealership soar with the strengths of your associates:

Assess your organization chart to determine if you can make good use of one or two special performers, whose uncommon strengths and talents would make your business more successful.

Develop realistic position specs that eliminate requirements for nice but non-essentials to avoid turning off potential impact players. (E-mail us for a complimentary position spec template.)

Selectively recruit the “eagles.” Make sure you and the new hires address their weaknesses and have a plan to provide support so he/she can focus heavily on their (“forehand”) strengths.

Provide a culture that encourages people to make their strengths even stronger.

Provide training to overcome glaring shortcomings while taking care to prevent him or her from losing heart.

Encourage your people to soar with their God-given strengths and enjoy the journey.

Sep

When Times Are Tough, What Kind of Manager Should You Seek?

Posted by : Ben | On : September 28, 2011

Category: Editorials, Management

Tags:distributor executive, hiring, hiring advice, management, manager, mheda

Editor’s Note: While this article was written a number of years ago, when the economy was certainly different than it is today in 2011, it is still relevant. Enjoy, and read on.

The equipment industry, like the US economy in general, has been enjoying several strong business years. As we edit this article for MHEDA, we hope the good times will continue. However, in the event that we face another down cycle, these hiring nuggets may be very helpful. In fact, they can serve employers well in all seasons.

Why should a distributor executive give a minute’s thought to hiring someone in tough times? Consider the following:

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.
“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.
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
You’ll show customers and suppliers you are planning beyond tomorrow.
Adding a person with proven expertise in an area that is missing from your current managerial mix could enable the company to make a strategic leap into a new market or niche such as rental, new product lines, used parts, service contracts or innovative lease/finance programs.

If you are going to hire someone, be prepared to share the current status of the dealership and your expectations with potential candidates. Also, prepare a list of desirable characteristics for an executive who would be capable of enduring and performing well during tough times.

Ask yourself these questions about potential new managers:

(Q) Does this person grasp the “big picture?”

(A) This means a manager who can step in and see what the company really does, where it is going, and how to help it get there. One who would not get bogged down in organizational charts, red tape or other negatives.

(Q) Does this person have raw intelligence or “smarts?”

(A) Not necessarily a degree but, rather, good common sense mixed with good business sense. People who are still striving to learn all they can about new techniques to improve the business and new ways to market products and services. If a manager is not doing outside business reading in his field, additional schooling, etc., then he or she will get out of date fast.

(Q) Is this individual a “people person?”

(A) Participative management is an MBA buzzword from the 1980′s. It simply refers to managers who realize they actually gain power by sharing power. They understand their people can make great contributions. The people manager recognizes that the old “X” theory or autocratic management style, where a manager assumes the worst about people, will not get the job done.

(Q) Is this person energetic?

(A) In tough times the manager needs to be able to maintain a special energy level and high concentration. Evenings and weekends are often required. Good physical and mental conditioning is necessary.

(Q) Can this person react to priorities?

(A) The effective manager has the ability to pick out a few key opportunity areas then apply his or her best efforts with positive results.

(Q) Is this person financially savvy?

(A) Tough times to most folks means low or no profits. It is essential that managers be aware of financial relationships. They need to think of opportunities and alternative solutions in terms of how they affect the company’s cash flow, flexibility and impact on financial statements.

(Q) Is this person committed and hands-on?

(A) Tough times demand leaders who will not accept repeated losses as acceptable; managers who are willing to travel and to join the competitive battle with their people. They need to accurately assess competition and react accordingly.

(Q) Is this person tough-minded?

(A) When cutbacks have to be made, special requests denied or pay reduced, can this person do his or her job and be part of the program?

In conclusion, we encourage hiring authorities to carefully consider these elements when developing a position spec for a management role, and to look diligently for these during the selection process.

Jul

Headhunters Reveal 11 Ways To Ruin Your Chances Of Getting A Job

Posted by : Ben | On : July 22, 2011

Category: Editorials, Recruiting & Hiring

Tags:career coach, career search, cover letter, executive search, headhunter, hiring, job search, recruiter, resume

I ran across this article the other day on Business Insider, and thought I’d share it with you, our readers, as I assume most of you are either A) unemployed, and looking for new opportunities or B) employed, but curious. The author; Judith Aquino (who’s kindly allowed us to re-post part of her article) shares some insight, some of it obvious but often ignored, in how to effectively work with recruiters to help you find the next step in your career. Here’s a snippet:

“It’s no secret that working with a headhunter or recruiter can be an effective way to advance your career. Headhunters often have access to jobs that are not advertised elsewhere and can speed up the hiring process between an employer and potential candidate. The trick, however, is understanding how a headhunter operates.

‘As a career management coach, it is always surprising to me that even senior level job seekers often don’t know that ‘headhunters’ work for the companies, not the candidates,’ says Bettina Seidman of SEIDBET Associates. ‘Clients sometimes say: ‘I’ll just contact a headhunter who will get me a job.’ Headhunters aren’t career counselors…they’re motivated by earning the commission.’

To find out how to increase your chances of landing a job through a headhunter, we spoke with several executive recruiters and career coaches to get the low-down on the errors job seekers make.

#1) Holding back information can make you look sneaky.

It’s important to be as honest as possible with your recruiter about your career, preferences and anything else that could affect your job search.

‘Job seekers sometimes fail to tell their recruiter when their company, position, or compensation preferences change. Second, job seekers hurt themselves by not telling recruiters about personal obligations and other things that might interfere with their job searches,’ says Katy Keogh, of the staffing firm Winter, Wyman.

‘Bring these things up at the last minute, and they can be a deal-breaker. Why? Changing the game at the last second with a hiring company makes you look sneaky or complicated for no reason at all.’

To read the rest of the article, click here.

Jun

Doing Company Research, Before The Interview

Posted by : Ben | On : June 8, 2011

Category: Editorials, Interviews

Tags:career search, Climber Catalyst, interview questions, job interview, job search, Mike O'brien

Originally published by Mike O’brien, CEO at Climber.com

Today, I want to talk about Company Research Made Easy!

Doing proper company research allows you to stand out from the crowd, by allowing you to effectively position your skills and experience to match the company’s job requirements; both on your resume and during the interview process. Additionally, in-depth research of a company allows you to discover whether or not a company is going to be a match for your needs.

Red Flags…

An interview is a two way street. During the research and interview phases you should be evaluating every company, assessing personal fit and long-term growth potential. Effective research may help you discover that your dream company might actually be a nightmare! A great place to start is your local Better Business Bureau website www.bbb.org. A company that treats its customers poorly might not treat their employees much better. Conducting a quick Google search on any company will provide a plethora of information from a variety of sources, and often times you can find first hand feedback from current and former employees.

Your local Chamber of Commerce has great information about local companies. You can use the search tool at www.chamberofcommerce.com to find your local Chamber branch. Most will have links to the city or county’s Economic Research Bureau to provide a local economic outlook.

Google also has a great news article search tool, news.google.com. Conducting a search on the company, its competitors, and the overall industry can provide insight into how a company is positioned within an industry. A Professor of mine once said, “The last buggy whip company was the best buggy whip company.” Remember, taking a job in a declining industry may only cause problems later.

Additional online resources:

Hoovers.com – www.hoovers.com
Better Business Bureau – www.bbb.org
Yahoo Finance – finance.yahoo.com
Inc. 5000 – www.inc.com/inc5000/
Google News – news.google.com
Sperling’s Best Places – www.bestplaces.net/

Interview Prep

Before you go on your job interview you should spend at least 30 minutes refreshing your knowledge of the company and position for which you are interviewing. Based on your previous research, prepare five to ten questions that will ultimately help you make your employment decision.

**Most Recruiters believe that it’s a good practice to bring a set of questions with you.**

Stay optimistic, your hard work will pay off. Most people will not put in the work necessary to get the job, but you will!

The following article was published with permission from Climber.com, and the views expressed herein are of that organization and do not necessarily represent the views of Jordan-Sitter Associates, it’s employees or related parties.

Jan

Happy New Year!

Posted by : Ben | On : January 3, 2011

Category: Editorials, Recruiting & Hiring

Tags:careers, job hunting, job seekers, LinkedIn, new years resolutions, resumes

Well, it’s back to the daily grind for most of us. I hope everyone who was blessed with a little time off, enjoyed their holiday and are ready to start the new year off on the right foot!

For those of you who might still be on the hunt for a new job, or are casually staying abreast of career opportunities, here is a good article to get you started, titled: New Year’s Resolutions for Job Seekers I wish everyone good success in their current careers and to those looking, feel free to contact me (ben AT jordansitter DOT com) for other great tips and ideas!

Dec

Don’t Let a Champion Get Away

Posted by : Ben | On : December 14, 2010

Category: Editorials, Management, Recruiting & Hiring

Tags:hiring, impact player, management, recruiting

In order to soar in your market, recruit people whose remarkable strengths far exceed any minor lacking skills.

Now, let’s relate the soaring with strengths concept to the real world challenges faced by AED dealers and their supplier partners.

I like the remarks made by the Chinese ping-pong team coach after his team dominated the 1984 Olympics. “We practice eight hours a day perfecting our strengths… if you develop your strengths to the maximum, the strength becomes so great it overwhelms the weaknesses. Our winning player (best in the world) you see, plays only his forehand. Even though he cannot play backhand, and his competitor knows he cannot play backhand, his forehand is so invincible that it cannot be beaten.”

The point is to focus on, nourish and reward personal strengths and place especially gifted champions in positions where their weaknesses (yes they’ll have some) can be managed or delegated for the success of the company and the person, resulting in a clear win-win. Certainly, every GM or CEO relishes the notion of having superstar impact players in all key roles. However, in lean times most supervisors and managers must be multitalented and capable of wearing many hats so the enterprise can survive. And no GM wants to settle for mediocre middle managers, but perhaps he or she can afford one or two people with extraordinary skills in one area, say selling, even if they have obvious shortcomings, like report writing or detail documentation.

Sift Talent from Trivia

For 30 years our executive search firm has helped distributor and manufacturer clients develop detailed position specifications. These are key because they establish the hiring process bull’s-eye and foundation for every search. However, we often see “nice but really not relevant” requirements. For example, many CEOs lack college degrees; so is it logical to eliminate potential service or parts manager candidates who lack the sheepskin credential? Is it wise to eliminate “water-walking” sales applicants because they dislike report writing? Finally, does it make sense to insist that a new product support vice president has a past history as a mechanic and can disassemble a transmission or torque converter? (Especially since today’s product support executives must be strong in general management areas including: parts and service marketing, business savvy, people skills, problem solving, motivation, P&L management, and communications.)

Finally, we offer these tips to help your dealership soar with the strengths of your associates:

Assess your organization chart to determine if you can make good use of one or two special performers, whose uncommon strengths and talents would make your business more successful.
Develop realistic position specs that eliminate requirements for nice but non-essentials to avoid turning off potential impact players. (E-mail us for a complimentary position spec template.)
Selectively recruit the “eagles.” Make sure you and the new hires address their weaknesses and have a plan to provide support so he/she can focus heavily on their (“forehand”) strengths.
Provide a culture that encourages people to make their strengths even stronger.
Provide training to overcome glaring shortcomings while taking care to prevent him or her from losing heart.
Encourage your people to soar with their God-given strengths and enjoy the journey.

Mar

Today on Twitter: March 3rd Edition

Posted by : Ben | On : March 3, 2010

Category: Editorials

Tags:construction equipment news, Twitter

There are a number of sources that we subscribe to for the latest news in construction equipment and other equipment industry sectors. These include various magazines, newspapers, e-newsletters, word-of-mouth, conferences & tradeshows, and lately Twitter. That’s right, the heavy equipment industry has gradually embraced Twitter as a medium to share the latest goings-on within their company and the sector they serve.

Here at JSA, we’ve steadily been adding to our growing list of followers on Twitter. In today’s blog post, I’d like to try something different and include some sample news items from a few of those that we follow. So without further ado, here’s the latest buzz on Twitter:

@pitandquarry says Transportation construction a bright spot in 2009 according to an analysis of U.S. Census Bureau data

@AEMStore says Construction industry had most workplace fatalities in Alberta

@SocMfgEng says US Manufacturers are Bracing For Skills Shortages

@My_Terex says Any relief in sight for the construction industry? USA Today article says unemployment is still on the rise

@AGCofA says In an odd twist, some construction firms are now working directly for banks completing unfinished housing projects

@AgriMarketing says National Ag Day Set For March 18

@CranesToday asks in a Poll, Can Bauma be the catalyst to the revival of business in the crane industry?

@ConstructionEqt says Tom Berg evaluates the Kenworth T470 in his latest Hands On Trucking

@EquipmentToday says American Public Transportation Association Calls on Congress to Keep Public Transit and Jobs Moving Forward.

Sep

Counter Offers, Often Counter-Productive

Posted by : Ben | On : September 18, 2009

Category: Editorials, Recruiting & Hiring

Tags:counter offer, hiring

In recent CED columns we have addressed creative ways to attract, recruit, hire, motivate and retain top performers…the impact players who can help a dealer or manufacturer survive in tough times (like 2009), and help drive profitable growth whenever possible. However, there are times when, as a top executive, you are unpleasantly surprised by the resignation of one of your good people. Ideally your senior management team will be so close to the organization that surprises like this are very few and far between…but we live in a real world and sometimes, despite best efforts, “stuff happens” and people decide to change companies.

There are many HR resources available on how to properly deal with employee departures, to include surprise resignations. Many companies have defined procedures for exit interviews which, if properly handled, can be a worthwhile learning experience for the employer and can ensure a clean and friendly separation. This is important for many reasons, including the fact that we live and work in a tight knit industry which places real value on positive personal relationships.

Let’s shift to a scenario where a valued employee, perhaps a genuine “impact player”, tenders a surprise resignation to pursue a new opportunity. Career enhancement and/or money may be the change motivators. If that’s the case, an employer may entertain thoughts of offering an inducement for the person to stay…maybe more money, perhaps the promise of a promotion, maybe both. Doing so enters the employee and employer into the realm of COUNTEROFFERS and this can be a “slippery slope”. You might ask: “What could possibly go wrong if our company is using more compensation or the promise of a promotion to keep a solid performer from departing?” Let’s assume that he or she accepts your counteroffer, decides to stay, and notifies the prospective employer that they have changed their mind and will now be rejecting the employment agreement they had accepted, because (like a pro athlete) the company they’ve been working for “upped the ante” with a new and better deal.

Several years ago, the Wall Street Journal published a comprehensive article dealing with counteroffer pitfalls. Based on Jordan-Sitter Associates’ 30 years of experience, and Bill Sitter’s personal experience leading AED dealerships, we can validate negative aspects surrounding counteroffers from three perspectives: the employer who’s counteroffer convinced the potentially departing person to stay; the employee who accepted the counteroffer; and the company who thought they had made a fair offer and obtained a new hire, only to be rejected after an agreement had been forged.

The employer who felt compelled to tender the counteroffer (to retain him/her) will perhaps always have doubts about loyalty. They may wonder if there will be future resignation threats as a leverage tool. Doubts may arise about the advisability of giving this person more responsibility, in the future, because they may pick another inopportune time to seek greener pastures and leave you high and dry.

The employee may be excited about the new compensation package and or increase in status; however there will likely always be the questions: “Why did I have to threaten to leave, to get things I felt I had really earned by my past performance?” “Did my employer extend the counteroffer just so I can help them get by until they can find a qualified replacement?” “Will I be viewed as a long-term team member or will my loyalty always be in question?”

The company who thought they’d reached a hiring agreement may have already reorganized to accommodate the new hire, thus disrupting one or more impacted people. And, they will feel that a trust has been violated, and may conclude that their sincere hiring efforts have been abused, just so the employee could bargain for a better package.

It would be inaccurate for us to suggest that a counteroffer tactic never works. There are no doubt examples where a (potentially) departing employee was induced to stay, with a sweetening of their package, and went-on to be a key contributor. However, there are many cases that prove our point. We do hope that readers of this column will thoughtfully evaluate the pluses and minuses associated with counteroffers and avoid knee jerk responses to a surprise resignation. We trust that we’ve established that there are potential pitfalls and that counteroffers may be counter productive in the long haul.

Bill Sitter – bill@jordansitter.com // Chris Sitter – chris@jordansitter.com

Sep

Boosting Morale in a “Bruised” Economy

Posted by : Ben | On : September 18, 2009

Category: Editorials

Tags:boosting morale, economy, independence day, july 4th

While arriving at this column’s title, we recognized the fact that some of our AED readers might prefer to substitute “bumbling,” “busted” or even “broken” for the title word “bruised” when describing the current economic state of America and the equipment industry. Regardless of your description, we believe that all managers are challenged with maintaining, or more likely boosting, employee morale in times when doom and gloom-sayers seem to lurk around every water cooler and run rampant in the media.

For 30 years our Jordan-Sitter Associates Team has been privileged to work closely with mid to very senior level managers, with AED dealers and with equipment manufacturers – large and small. When business was booming (yes, it will boom again), companies felt free to reward special individual and team performers with gifts, special outings…even sales or management meetings at resorts. Properly used, all these activities can be motivators and morale boosters. That’s all well and good, but: How can a company reward the people who are “working their tails off” to keep the enterprise afloat, in the today’s challenging economy? And what can be done that has high impact and relatively low cost? Let’s explore a few ideas:

Praise – both public and private – has always ranked at or near the top, in employee satisfaction surveys. Proverbs 16 verse 24 tells us: “Pleasant words are as a honeycomb, sweet to the mind and healing to the body.” Praising performance, in words or with a personal note, takes caring, some time, but can cost nothing. We are not suggesting false praise but a sincere pat on the back and a “thanks for a job well done.” As the boss, your genuine, heartfelt, expressions of praise mean a lot and are long remembered.
Communication – Your employees want to know what’s going on, and what management is thinking. We have all experienced the toxic impact of the company rumor mill, and we realize that most gossip is based on imagined scenarios. Allow us one more reference to the Book of Proverbs chapter 12, verse 25: “Anxiety in the heart of man causes depression, but a good word makes it glad.” We encourage business leaders to be as open and sharing as possible in their communications with associates. Remember, they are on your team and they really care. Sharing builds trust and reduces harmful stress. Open communication enhances teamwork by focusing everyone on clearly understood challenges and goals. In a few paragraphs, we are going to seek creative morale-boosting ideas from you. First, we’ll salt your thinking with a few more low budget, but often overlooked, ways to say thanks to the ladies and gentlemen who you’re counting on for the sustainability and growth of your department or entire enterprise.
Group lunches – like pizza on the porch or barbeque in the shop. We’ve all done these and we know the total cost is minimal but the thought is appreciated. It’s even better if, as one of our client’s does, the senior managers serve the employees, eat last, and even clean up. If funds are really tight, consider a potluck…but do something positive and take photos. You’ll be surprised at the positive impact
Movie passes with a thank you note from the boss – this is an inexpensive way to say thanks to a person, and a few extra passes shows the whole family that “their company” appreciates them.
Family appreciation days – ask some of your employees to organize a fun outing with realistic budget guidelines. You’ll probably be amazed at the good ideas that will surface and the participation will be high because it is “their idea.”

As this article goes to press, the authors are preparing for our annual July 4^th celebration. We love the fact that about 50 people (JSA Associates, neighbors and church friends) enjoy honoring this nation’s heritage and just having fun. We’ll play games, pitch horseshoes, play Frisbee, enjoy some carefully controlled BB gun target shooting, eat…eat…and eat…, and watch the area’s fireworks. And you know what? The memories and fellowship are great and the potluck approach keeps the cost in-line with our spending plan.

We hope this rather light-hearted column has stimulated thoughts about how you can maintain, or perhaps rekindle, some espirit de corps with your company team. We’d really like to get your ideas on other successful and economic morale boosting techniques. Please email us at the contacts shown below. Happy Independence Day and God Bless America!

Bill Sitter – bill@jordansitter.com // Chris Sitter – chris@jordansitter.com

This article originally published in CED Magazine, July 2009

Aug

Interested in a Career in the Wind Energy Industry?

Posted by : Ben | On : August 7, 2009

Category: Editorials, Recruiting & Hiring

Tags:awea, career, jobs, wind energy, windpower

The American Wind Energy Association (AWEA) along with various other associations, organizations, and agencies agree: wind energy is an intriguing and growing industry, and is one worth considering if you’re currently looking for a job or career change. Various manufacturers, developers, operations & maintenance, suppliers, and other companies are seeking professionals with various backgrounds and skill sets; leaving virtually no one out of the running for a job in the wind energy industry.

Here’s some information that should help you on your job search in the field of Wind Energy:

Wind-Related Job Boards / Job Postings:

AWEA (American Wind Energy Association) Job Board: http://www.jobtarget.com/c/search_results.cfm?site_id=770
WindPower Monthly (Premiere Industry-related Publication) Job Board: http://windindustryjobs.com/
Windjobs.org: http://www.windjobs.org/default.asp
N.A. Windpower (N.A. Industry-related Publication) Job Postings: http://www.nawindpower.com/windjobs.php
Renewable Energy Jobs (Wind-Sector) Job Board: http://www.renewableenergyjobs.com/browse_by_category/Wind+Energy/

LinkedIn Groups You Should Join (if you’re not a member already):

AWEA: http://www.linkedin.com/groups?gid=1903248
Wind Energy: http://www.linkedin.com/groups?gid=91034
Wind Energy Professionals: http://www.linkedin.com/groups?gid=71342
Wind Industry Jobs: http://www.linkedin.com/groups?gid=1951298
Wind Power Career Group: http://www.linkedin.com/groups?gid=980347
Wind Power Industry Professionals: http://www.linkedin.com/groups?gid=114755
Linked:Energy: http://www.linkedin.com/groups?gid=62696 (18,000+ members!)
Renewables Job Market: http://www.linkedin.com/groups?gid=1204627

Other Links:

CareerBuilder’s Free Resume Optimizer: http://www.careerbuilder.com/JobSeeker/Resumes/SR_Start.aspx
Job Search Engines (we’ve seen them work well according to other job seekers we’ve spoken to):

While you’re at it, be sure to visit our website too!

Last Updated: 4/4/2011

Mar