Wendy Weber on Executive Recruiting

In an interesting piece by Virginia Backaitis for The New York Post titled The Comeback Kids, it turns out that many companies are hiring back the same workers they laid off.

Many of these workers got laid off not because they were poor performers, but because their position was eliminated due to the ailing economy. As the economy starts picking up a bit and employers look to fill jobs that were recently eliminated, they’re finding in some cases that the best candidates are the very people they had to let go.

And, in an about-face from a corporate mentality that until recently had frowned on rehiring laid-off employees, they’re bringing them back.

According to a recent survey by the outplacement firm Right Management, nine out of ten employers are now open to rehiring former employees.

The attractions of rehiring a departed employee are obvious: Their skills are known, they’re familiar with the corporate culture and their ramp-up time is minimal. They have deep company knowledge, established relationships and they can jump straight into projects because they understand the tasks required.

In addition to eliminating or diminishing the need for training, rehiring can boost morale within a company as well.

It should be noted that many companies are bringing workers back using a variety of configurations; they’re hiring them as independent temp workers or through staffing agencies; they’re hiring them as project workers, temp-to-hire workers and even incorporated contractors.

Some workers would rather not return. They have bitter feelings against their company, and perhaps their boss. But many are flattered to receive the call, and recognize that the fact that their previous employer is calling them back indicates that they thought highly of them.

DM News asked me for my thoughts on the state of hiring in 2010.

In a piece titled, “What is the current state of hiring for direct and digital marketers at the start of 2010“, I indicated that we have seen the worst of the recession, and the job market is slowly improving.

Check out the article to see the 3 trends in hiring activity that I have seen as we enter the New Year.

In 1992, when I was working in magazine circulation, I had the honor of being chosen for inclusion as one of Target Marketing Magazine’s 100 Most Influential Direct Marketers.

I have no idea how the group was selected, and I assure you, I brought down the prestige of the group. Industry luminaries including Michael Dell, CEO of Dell Computer Corp., Jonah Gitlitz, President & CEO of the Direct Marketing Association, and Joseph M. Segel, Chairman & CEO of QVC Network, were featured on the accompanying pages.

I was an Assistant Circulation Director at Bon Appetit Magazine. All I can imagine is that because I was heavily involved in participating in the direct marketing industry through public speaking, writing for trade publications, and taking advanced coursework in direct marketing at New York University, I caught the eye of the decision makers.

In any case, it was quite a thrill to be recognized for my accomplishments, and I saved the issue. I just noticed it on my bookcase, and was flipping through it. I decided to reach out to some of my co-honorees, as a sort of “where are they now?” Well, I didn’t reach out to Michael Dell. I sort of know what he’s up to. And a number of the honorees were so senior in stature and age that they must have retired by now. But I did reach out to a number of them, and they are still at the top of their games, in senior level positions in their given fields. I connected with a number of them on LinkedIn, and hope to stay in touch over time.

As far as my own sphere of influence…it’s no longer as a direct marketer, but as someone who helps to shape the careers of direct marketers. It’s been a gratifying journey.

I liked this piece because it provided some out of the ordinary insight as to how to interview, and follow up after an interview, well.

http://www.nytimes.com/2009/09/13/jobs/13search.html?_r=1&ref=business

While reading the New York Times each Sunday, I always enjoy a column called “The Boss” in the business section.  It features some thoughts from a leader of industry; generally their formative influences and some insight as to their philosophy.

I thought direct marketers would be interested in learning about leaders in our industry, and presented this column on spec to a variety of our trade papers.  I enjoyed interviewing business leaders, and creating this initial piece.  Not one trade paper expressed an interest in my column.  Your thoughts?

The Boss:  Ray McCready, President of The Orvis Company

                  “You’re only as fast as your slowest dog”

 Have you ever wondered how to rise to prominence in direct marketing?  I spoke with industry leader, Ray McCready, President of The Orvis Company, to find out about his rise to prominence in our industry, and what he learned along the way.  Orvis is the oldest mail order company in the United States, and features products of every kind that have their roots in the great outdoors.

Ray began his career in direct marketing as an assistant Buyer at Eddie Bauer.  He was actually drawn to the brand, and landed in direct marketing quite by chance.  His tenure there spanned over 20 years, and when he parted ways with Eddie Bauer in 2000, he had risen to the position of Vice President of the International Division.  In hindsight, Ray recognizes that there was a conscious decision by those in management positions to expose him to a variety of areas within the company.  One of his mentors, Ken Wherry, helped Ray craft his management style, which is not simply to be interested in the work product, but to measure oneself against the success of those that work for you. 

Ray was also inspired by  Dee Dee Jonrowe, Iditarod sled dog racer, who said, “You’re only as fast as your slowest dog”.  Ray recognized the parallel in terms of managing a staff at work, and did not interpret that to mean that the slowest dog should be eliminated from the team.  Rather, he has challenged himself to help everyone on his team to optimize their own performance.

In terms of advice for up and comers, Ray feels its most important to identify the function of direct marketing that most appeals to you, because that is where you will be willing to put in the effort required to shine brightest.  Ray attributes some of his success in rising to top management to what he calls “Data based intuition”; using data and creative thinking in harmony to make decisions.

Regarding ambition, Ray said, “I’ve never gotten a job I didn’t ask for and I certainly didn’t get every job I asked for.”

Ray feels fortunate to have worked for 2 companies that he has held in high regard.  “Having high respect for your employer and its mission, and having pride in your brand, is a strong motivating feature.”

On a more personal note, Ray recognizes the importance of getting away from work from time to time, and he enjoys golf, spending time with family and friends, and travel to locations such as Hawaii, the Caribbean, and New York.

Almost everyone has been fired at one time in a professional career.  Some can admit it; some never can.  But many who admit to being fired say it ultimately contributed to success in their career in direct marketing.

As a direct marketing recruiter, I’ve listened to many accounts of top-notch professionals who have been fired.  Some of the firings, they confess, were justified.  And some were not.  But those who went on to succeed did not let a temporary adversity set them back

Being discharged represents one of the most traumatic experiences an individual faces in our work-oriented society.  But oddly, the words “you’re fired” have led to dramatic growths in many careers.

In the words of one executive, “Maybe it was the seven-year-itch, but after seven years with the company, I became edgy.  I respected the boss but disagreed with him.  The disagreement led to a dispute and eventually to heated words.  I was fired”.

The dismissal nearly destroyed him.

But after composing himself and accepting the situation as a new challenge, he took an inventory of his skills and began looking for a new job.  The search brought him to his current employer, a place where he feels fulfilled.

In a sign of the times, we talked with someone else that was laid off from an advertising agency this past December, who posted a tweet on Twitter saying that he had been laid off, and would appreciate any leads, and by the next day had received personal introductions to 10 potential employers!

 As another direct marketer said, “It’s proper to mourn the loss of your job.  After all, it’s more than a paycheck.  It becomes part of your identity.  Yet it’s necessary to turn the page and open the next chapter in your life.  You may find the next pages “blank” but all you need to fill them in one day at a time.”

For more stories, see www.crandallassociates.com/success.html