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Posts Tagged ‘Recruitment Process Outsourcing’

Do you need help finding qualified candidates at an affordable cost?

Friday, March 30th, 2012

Quintegra’s candidate sourcing service provides qualified, interview ready talent pools for small to mid-size companies at an affordable price.

Over the years we have found that our smaller clients have a difficult time identifying a pool of qualified candidates to choose from.

Most of our clients are constrained by:

  • Competing priorities
  • A lack of resources and technology
  • Tight budgets which won’t allow them to pay high agency fees
  • Advertisements that generate a flood of unqualified resumes that results in many hours of wasted time and money

Quintegra knows exactly what this is like:

Since 1997 we’ve been providing reliable, cost-effective recruitment solutions to many small and mid-sized companies nationwide

Our sourcing solution combines 3 main ingredients – People, Process & Technology

  • We assign an experienced team to source and screen candidates to ensure both quality and fit for the position
  • We work with our clients to clearly define the position requirements from a technical and cultural perspective
  • We utilize a multitude of sourcing methods to reach both passive and active candidates
  • Our goal is to provide clients with 5 to 7 qualified candidates to interview and make a hiring decision

Not only do we handle all of the details:

  • We deliver a qualified pool of candidates in 14 days or less
  • At a very affordable all inclusive cost of $1,595
  • And there is no risk…we back our service with a money-back guarantee.

To get more information feel free to watch our service video http://youtu.be/ClE8N2IUsVgor contact Mark Clevenger at 317-523-4124 or send an email mclevenger@quintegra.biz

 

200 S. Meridian Street, Suite 420 | Indianapolis, IN 46225 | http://www.quintegra.biz

Retail Opens its Door to “Outsiders”. New Perspectives Sought.

Monday, January 16th, 2012

A new survey of 135 CEOs and presidents within the retail industry revealed that 74% of the respondents say they will search for leadership positions from outside the industry in the next 5 years primarily because they “want leaders with a new perspective.” The survey also found that 73% of the respondents revealed they do not have a formal CEO succession plan in place.

The top three greatest challenges facing the retail industry in developing future leaders, according to the respondents, are “understanding new ways to connect with and market to consumers (62%)” followed by developing cross-functional capabilities (58%) and “keeping on top of a quickly changing competitive landscape” (57%). Ranked lower in importance was “adapting to the ever increasing speed at which business decision are made (39%), recruiting (33%) and retention (30%). The survey asked respondents to choose all that apply.

Of the 74% who say they will search for leadership positions outside of the industry, the biggest reason, say 69%, is they want leaders with a new perspective and 52% say they want leaders who are better prepared for new ways business is conducted. Only 43% of the respondents believe the talent pool in retail is limited.

Biggest Challenges

The biggest challenge facing the retail industry in developing future leaders was identified as understanding new ways to connect with and market to consumers by 62% of the respondents. The leaders identified other important challenges as “developing cross-functional capabilities” for talent, and keeping on top of a quickly changing competitive landscape. Ranking lower in terms of priorities were training (45%), recruiting and retention (33 and 31%, respectively), and compensation which received only 17% of the vote.

The Right Stuff

The leadership skills the respondents say most contributed to their own success were strategic as opposed to managerial or tactical skills and experience: Having a “strong vision for the company” garnered 80% of the vote, followed by “understanding the consumer” (79%), and “fostering talent and team building” (72%). Tactical skills and experience ranked toward the bottom of the list of important attributes for rising to the top.

Marketing was the primary area of expertise (51%) which the CEOs and presidents had prior to becoming a top executive, followed by sales (44%) and merchandising (42%). A third of the respondents’ backgrounds were in product design and developments while only 26% came from operations and 23% from finance.

When asked if they would choose retail if they could start their careers over, almost three-quarters (73%) said yes.

Retail Leaders Plan for the Future

The respondents say the single highest priority for their company’s growth or success over the next five years is “talent acquisition and development,” which garnered 16% of their vote followed by e-commerce which was tied with product development(at 14%) and international growth and branding (tied at 13%). Marketing in a new media landscape ranked lower (10%), as did mergers & acquisitions (8%), new retail store locations (7%), and licensing (1%).

Asked to identify one discipline that would be the most effective pipeline for the next generation of leaders in retail, the leaders chose merchandising (26%), followed by marketing (21%) and product design/development (13%). Less popular were digital/technology which tied with international business (11%), operations (6%) sales (6%) and finance (2%).

To maintain top talent in the next 5 years, the respondents say the most effective retention tools they will use are career development/advancement programs (66%) followed by bonuses (65%). A total of 47% say salary increases while only 39% chose stock options and restricted stock (26%).

Attracting the Best and Brightest

A whopping 90% of the CEOs and presidents say the retail industry is not attracting the best and brightest from college campuses. The main reason they believe they are not attracting the best entry-level talent is that “sexy careers are elsewhere (financial, media, digital),” according to 57%, followed by compensation (55%), and poor communication about the industry at the college level (44%). Long hours in retail ranked lower (43%) as did lack of formal training programs (38%).

The online survey was conducted by Women’s Wear Daily and executive recruiter Herbert Mines Associates. There were 135 respondents, who hold the title of CEO, President, Partner/Owner or Board Member. The profile of the respondents is: 62% male, a median age of 52 with an average tenure of 10 years at their current company.

Source: PR Newswire, November 1, 2010

The 2011 CEO Agenda – Growth, Talent, Cost Optimization, Innovation

Monday, January 16th, 2012

CEOs across the globe cite business growth as the most critical challenge they face, according to the results of The Conference Board CEO Challenge 2011, which were released recently. In this year’s survey, over 700 CEOs, presidents and chairmen from across geographies and industries identified the most pressing issues they face in today’s business environment.

The global CEO consensus about 2011 suggests that growing one’s business is the key to success. Now more than ever, business leaders are turning to new ideas, products and markets to fuel growth, drive innovation, and remain competitive on the global stage.

Put into the context of recent global events – the Japan earthquake and nuclear threat, political distress in the energy-rich Middle East, labor unrest and wage pressures in Asia, and the ongoing sovereign debt crisis in Europe – it becomes even more clear why crisis management, flexibility and agility need to be part of the fabric of any corporation or government.

Following growth, the next four most highly ranked challenges on the global level includetalent, cost optimization, innovation and government regulation. After two years of the global economic crisis, talent has re-emerged as a top challenge. CEOs selected the internally-focused actions of improving leadership development/grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges, ahead of hiring more talent in the open market.

These growth-related concerns also ranked high on the regional level in the United States, Europe and Asia.

  • In the U.S., CEOs say government regulation is the most critical challenge they face, second to business growth. CEOs are viewing the growing degree of regulation as both an obstruction for growth and an incentive to force innovation and create opportunity.
  • European CEOs cite cost optimization as the key issue, second to growth, amid generally slower emergence from the global recession and structural issues surrounding markets and labor.
  • Among Asian CEOs, the most critical challenge they face is talent – attracting it, retaining it and rewarding it – in a time of rapid economic development and change.

Unlike previous CEO Challenge surveys, the 2011 survey for the first time asked CEOs to identify strategies that are best suited to deal with their top challenges. The wide range of strategies selected highlights the growing complexity of the global business environment and the need for the coordinated interaction of diverse parts within organizations themselves. Talent management and innovation emerged as the most critical vehicles for implementing business growth strategies.

Source: The Conference Board

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