Posted by Ben on July 20, 2010 under JSA News, Recruiting & Hiring | 
Bucyrus International, Inc headquarters are based in Milwaukee, Wisconsin.
Bucyrus International, Inc is a world leader in the design and manufacture of high productivity mining equipment for surface and underground mining. With their recent acquisition of the mining business of Terex Corporation, Bucyrus was able to effectively double its addressable market to $30 Billion.
Jordan-Sitter Associates (JSA) is a 32 year old, family-owned, retained search firm. We have been retained by Bucyrus International, Inc to help them find a Product Manager. This position will be based at their Milwaukee, WI headquarters. Reporting to the Vice President Product Line, Electric Mining Shovels, this is an opportunity to play a key role with a new product, from the R&D stage through product launch, promotion and market acceptance.
DESIRED QUALIFICATIONS – Please Read
- Product Marketing experience: ideally 10 years
- Knowledge of mining products, specifically electric & hydraulic mining shovels
- Bachelors degree in engineering or business required
- Certified Project Management (PMP®) is a plus
- Must be comfortable moving to/living near Milwaukee, Wisconsin area
SALARY & BENEFITS
This position includes an attractive salary, a performance-based bonus opportunity, relocation assistance and a range of excellent benefits.
INTERESTED?
We invite you to review the FULL detailed position description for this Product Manager opportunity at Bucyrus International, Inc., which is available at the link below:
* PLEASE CLICK HERE: http://www.jordansitter.com/specs/bipm1133.pdf
Posted by Ben on February 10, 2010 under JSA News, Recruiting & Hiring |
*** UPDATE: This position has been filled! ***
Paladin Construction Group is the primary manufacturer of an extensive array of attachments. Familiar product brands offered by Paladin Light Construction (PLC) include Sweepster, Bradco, Harley, McMillen and FFC. All Paladin products are distributed through a national base of independent dealers, distributor, rental companies and OEMs. This position is located in Dexter, MI (which is situated near Ann Arbor, MI) and will be responsible for the global development and execution of marketing plans for all PLC markets.
Jordan-Sitter Associates (JSA) is a 30+ year old, family-owned, retained search firm. We have been retained by Paladin Construction Group to help them find a Market Manager, PLC. This position will be based at their Dexter, MI headquarters.
DESIRED QUALIFICATIONS – Please Read
- Marketing Experience: experience working with/providing marketing support for field based sales team & for broad network of distributors
- Familiarity with PLC Products & Markets: prior exposure to construction equipment attachment products & applications will significantly shorten this mgrs learning curve
- Experience developing exhibit plans & participating in trade shows is desired
- Education: – BA/BS is Desired, however may be waived with minimum of 10 years work experience in industrial manufacturing environment with emphasis in marketing, sales, & customer contact
- Budgeting, forecasting and data analysis: Experience in the development & monitoring of annual budgets
SALARY & BENEFITS
This position includes an attractive base salary, a significant performance-based bonus opportunity, relocation assistance to the Dexter, MI area, and a range of excellent benefits.
INTERESTED?
We invite you to review the FULL detailed position description for this Market Manager opening at Paladin Light Construction, which is available at the link below:
* PLEASE CLICK HERE: http://www.jordansitter.com/specs/plcmm1096.pdf
Posted by Ben on September 18, 2009 under Editorials, Recruiting & 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
Posted by Ben on March 19, 2009 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
